STEPS TO ACHIEVE TOTAL CLIENT SATISFACTION
1. Write down what you do. Chart your processes.
2. List who do you send your output to, i.e. your CUSTOMERS (inside and outsideCleanAir)
List who do you get your input from, i.e. your SUPPLIERS.
3. Measure what customers expect.
You must do this with customer visits. Do enough visits to establish consistent major concerns. These problems must be addressed as a non-sales cooperative fact finding mission. This is not a sales visit.
4. Select several problems to be solved by the TQM process.
Both quality and cycle time problems must be addressed.
5.
Set Standards of quality for each repeatable operation.
Have a system to measure what customers expect.
SALES
See IBS brochure
Consider IBS training seminar
Know customers business needs
Know incremental values our products and services have over competitors products.
Try a free trial on hard to sell clients
Are buyers better at buying then we are at selling? YES
Then bypass buyers and ask for the partnershiping Team
Customer unhappy card / Happy also
PLANNING
Who are we?
What do we do?
How do we do it?
Why do we do it?.
Where are we going?
What value do we add?
Who are our competitors?
PROCEDURES AND STANDARDS
DOCUMENT WHAT YOU DO. DO WHAT YOU DOCUMENT.
TEAMING
Build team that fall in love with company
We work to get the job done
If our customer is not happy it may trickle down to your job.
LEADERSHIP
Tardiness is sloppy business management. Don't confuse with Flex.
Answer all phones on second ring or alternate picks up on 3rd
Measure % of call going to voice mail for each phone
Clothing policy
What % of each manager's time is spent on problem solving verses looking for new opportunities
All forms spaces should have action required or be shaded to indicate optional per Craig Fox
Institute all ideas that are not bad immediately. Never study a good idea. Just do it and give credit to creator, ambassador etc.
Indoctrinate by me after a few weeks atCleanAir.
CLIENTS
Customer service hot card for in house with alarm clock.
GOING TO SEE CLIENT is best. much better than than a phone call.
PHONE CALL
all is better than a questionnaire.
Questionnaire are only answered by questionnaire groupies.
HIRING
Test everyone. Make sure everyone is a customer service fanatic. Make sure everyone has a PMA
INDOCTRINATION PROGRAM
Lunch seminars
Indoctrinate after 3 weeks at CleanAir
Building the winning team
Need many talents.
We assume problems are caused by a broken system.
People and company are not to be blamed since we are all one team. The process can be flawed and need to be fixed.
All the players on a winning team want the best possible system.
Losers are people who don't want to fix problems and the don't work atCleanAir. We must help them find a rewarding career with another more suitable company.
We take action to fix problem instead of wasting time complaining. Here's what you do when you find a problem:
1. If possible 1st note the problem on paper 3x5, post-it, notebook, logbook, etc. This is YOUR original for your future reference.
2. If you can fix the problem, do it.
3. Enter the problem in the appropriate data base (STANDARDIZATION, ERROR REPORT, TRAINING NEED, DESIGN PROBLEM, INSIDE CLIENT NEED, OUTSIDE CLIENT NEED, ETC) . If you don't how to do this then fill out a problem identifier form and send to your TQM leader with a copy to the Quality Adviser Team. Don't forget to check the box for notification of the next database training seminar.
PMA
Win-Win solutions
Profit means jobs and security.
If you can't do the job we will try to find a better fit
unless: Overpaid and under qualified for any other position
You are judged to have an incurable attitude problem
CleanAir Showcase of Service and Products.
This need to be a real learning experience and repeated at various intervals, depending on job need, with testing to be sure they know them.
PRODUCTS
Inventory turns
Recall and Guarantee PROGRAM
SERVICES
Report cycle times on plot
COMMODITY vs SPECIAL
OPEN DOOR COMMUNICATION
SUPPORT GOOD IDEAS
THE SIX STEPS SCORE CARD
Identify your products and services (list what you do)………
Identify your customers(who do you do it for?) and what they consider important ………
Identify what you need to satisfy your customer ………
Chart the steps and tasks for doing your work ………
Eliminate wasted effort and make the process mistake-proof ………
Measure, analyze and control the improvement process ………
STEPS TO ACHIEVE TOTAL CLIENT SATISFACTION
1. Write down what you do.
First list major categories. Then do smaller or less regular tasks. Identify your inputs and your outputs.
2. List your customers and suppliers.
You send your output to your CUSTOMERS (inside and outsideCleanAir).
List who do you get your input from, i.e. your SUPPLIERS.
3. Measure what customers expect.
Have a system to measure what customers expect.
You must do this with customer visits. These problems must be addressed as a non-sales cooperative fact finding mission. This is not a sales visit.
Do enough visits to establish consistent major concerns. Initiate TQM on these concerns then make more visits. Keep repeating visits forever.
4. Chart your processes.
See Deming and TEAM Handbook for this.
Select several problems to be solved by the TQM process.
Both quality and cycle time problems must be addressed.
5. Fix Process
Set Standards of quality for each repeatable operation.
Eliminate wasted efforts.
Speed up process.
Small daily improvements in everything.
Make process mistake proof.
Don't except errors, flaws from suppliers. Work with suppliers on your team to create a better understanding of your needs.
6. Measure, analyze and control the improvement process.
After making an improvement immediately check to see if it works as intended. Do fine tuning. Check again. Keep repeating until you are amazed at your ability then go to Step 3.
How many hours will you enjoy? _____
Can you make your job one of your hobbies? ______
If the answer is no then you need to work to change for both you and the team.
Where are we going?
What will your role be in 5 years; or 10 years.?
What are your obligations to the team?
What are the company obligations?
We take action to fix problems instead of wasting time complaining. Here's what you do when you find a problem:
1. If possible, 1st note the problem on paper, 3x5, post-it, notebook, logbook, etc. This is YOUR original for your future reference.
2. If you can fix the problem, do it.
3. Enter the problem in the appropriate data base (STANDARDIZATION, ERROR REPORT, TRAINING NEED, DESIGN PROBLEM, INSIDE CLIENT NEED, OUTSIDE CLIENT NEED, ETC) . If you don't know how to do this then fill out a problem identifier form and send it to your TQM leader with a copy to the Quality Guidance Team. Don't forget to check the box for notification of the next database training seminar.
To: Quality Guidance Team
TQM Team Leader _______________
President
TQM Problem Or Idea Form
_________________________________________________________________________________________________________________________________________________________________
Check one
ˆ ERROR REPORT,
ˆ TRAINING NEED
ˆ DESIGN PROBLEM
ˆ INSIDE CLIENT NEED
ˆ OUTSIDE CLIENT NEED
ˆ Please sign me up for the next database training seminar.
TEST TO SEE WHAT THEY LEARNED
PRESIDENT
Be the coach not manager
Loyalty is a two way street