3. Changing Tactics
“The significant problems we
face cannot be solved at the
same level of thinking we
were at when we created
them.”
- Albert Einstein
http://commons.wikimedia.org/wiki/File:Einstein_1921_portrait2.jpg
4. Ask Yourself
• Do you have a:
• Passion for making things better
• Desire to learn this material
• Desire to put what you learn to use
• A commitment to get results
7. Improvement/Service Culture Characteristics
• The customer is a key focus
• Customers receive value from services
• Effort made to make customer interactions pleasant and
positive
• Obstacles removed from customer’s paths
• Improvement methods are applied
9. Improvement Systems
Focus Approach Improve By Methodology
Total Quality
Management
Continuous
improvement.
No specific methodology.
Make everyone aware of
and responsible for
quality in all aspects of
the organization.
Reducing errors.
• Plan.
• Do.
• Check.
• Act.
Theory of
Constraints
Manage
constraints in
the process.
Subjugate the entire
process to the
constraints, maximize
the capacity of the
constraints, and work to
eliminate them.
Increasing
throughput.
• Identify constraints.
• Exploit the
constraints.
• Subordinate
process steps.
• Elevate constraints.
• Repeat cycle.
10. Improvement Systems
Focus Approach Improve By Methodology
Lean
Maximize value
and speed in a
process.
Remove waste, reduce
complexity and
streamline the process.
Adding value
throughout the
process.
• Identify value.
• Map value stream.
• Flow.
• Pull.
• Seek Perfection.
Six Sigma
Perfection to
achieve a
performance of
3.4 DPMO.
Reduce variation and
center the process on a
target to maximize
process capability.
Identifying and
eliminating defects.
• Define.
• Measure.
• Analyze.
• Improve.
• Control.
25. Continuous Improvement
• Continuous Process Improvement
• Takes a long time to make thorough improvements
• Customers are not willing to wait while the organization gets things
right
• Can be taxing on organizational staff
• Change may not be visible
27. Breakthrough Improvement
• Breakthrough Approach
• Achieve the same amount of improvement in a much shorter time
• Better opportunity to retain customers
• Less opportunity to waste resources
• Energizing to the organization and staff
• Can see positive change
29. Who Are Your Customers
• Delivering effective services requires you to know:
• Who your customers are
• What they want from you
• What level of service they expect from you
30. Internal vs. External Customers
• External customers
• People outside of your organization who receive the benefit(s) of
the services you provide.
• Who are your external customers?
31. Internal vs. External Customers
• External customers
• People who want to purchase your services or products
• Vendors / suppliers
• Governing bodies
• Business partners
• Other organizations
32. Internal vs. External Customers
• Internal customers
• People inside or closely aligned to your organization whom you
work with or provide services to. The result of your combined
efforts provide services / products to external customers.
• Who are your internal customers?
33. Internal vs. External Customers
• Internal customers
• Co-workers
• Your leadership or boss
• Staff from other departments
• Administration
35. Lifting The Customer’s Burden
• Not asking the customer do any
unnecessary work to satisfy their
own needs
• Taking responsibility for responding
to the customer’s requests and
questions
• Taking responsibility for meeting
the customer’s needs and wants
• Taking responsibility for the
outcome of the interaction and
situation (experience)
36. The Face Of The Organization
• Staff are the face and voice of the
organization to the customers and
partners with whom we interact.
39. Key Questions
• What is it that you do?
• How well do you do what you do?
• Can you prove your standard of performance by reliable,
relevant data from customers and operations?
• Do you know where your gaps are, and how large they
are?
• Do you have a methodology to narrow the gaps
consistently and maintain this level of performance?
Courtesy of The Filardo Group
40. Changing Our Beliefs
Current Beliefs
• Customers come to us for the
services we provide
• Processes are different and
unique
• Services are different from
manufacturing
• We know what ‘good’ is
New viewpoint
• Customers tell us what services
to provide
• Process knowledge is universal
• Services are a product
• Must address the entire value
chain
• Our definition of ‘good’ is not
good enough
46. The Perception of Good
• The A-B-C-D-F (or E) system
• 90% good
• 1 in 10 defective
• Higher standard
• 99% good
• 1 in 100 defective
• 6 Sigma
• 99.9999998% good
49. The Perception of Good
• Customers are the final authority on what constitutes
‘good’ service
• The organization has input via standards
• We use the highest standard (customer vs. organization)
If we tell customers what is good or that services are good,
we are promoting to them
50. The Perception of Good
• Some factors are more critical than
others
• Your surgeon is an A student (90%) from
a prestigious university.
• He has years of experience in the
surgery he is performing on you.
• Of the 10 things he must do during the
surgery, he generally only misses 1 - he
forgets to take instruments out of his
patients.
• Do you trust him to operate on you?
51. The Perception of Good
• Some factors are more critical than
others
• Your cashier was an A student (90%) in
training.
• He has years of experience as a
cashier.
• Of the 10 things he must do during
check-out and bagging, he only misses
1 – he doesn’t double bag canned
foods.
• Do you trust him to ring up your sale?
52. The Perception of Good
• Changing perception
1. Elevate our personal standards and
change our perception
2. Promote awareness of results and the
impact on customers
3. Eliminate the chance poor service can
occur
• Lean / Six Sigma / Basic quality tools
4. Set high standards – far above 99%
5. Lead others by example
54. Operational Performance
• Old processes are:
• Slow
• Less capable of producing excellent quality
• More complex than needed
• Often designed for outdated purposes
• Unable to provide exactly what customers need
59. Processes Change Over Time
• Poor processes lead to
• Confusion
• Frustration and anger
• High prices for customers
• Loss of customers to competition
• Poor satisfaction ratings
• Poor public image
