1 / 42

Voice Of The Customer

Process Management. Voice Of The Customer. Improvement Projects. Strategy. Strategically & Systematically leading quality: Driving net income by linking the customer to the shop floor. Presented by: Scott Martens, Director: Office of Service & Continuous Improvement

violet-mcintosh
Download Presentation

Voice Of The Customer

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Process Management Voice Of The Customer Improvement Projects Strategy Strategically & Systematically leading quality: Driving net income by linking the customer to the shop floor Presented by: Scott Martens, Director: Office of Service & Continuous Improvement University of Minnesota

  2. Strategic Components & Critical Concepts Topics The Glue: Strategy & tactics, program control Strategic processes 1. Listening: Voice of the customer 2. Change portfolio: Improvement projects 3. Control: Process management & action

  3. The Glue

  4. Operational Financial Cultural Service & Continuous Improvement: Transforming the University of Minnesota

  5. Service & Continuous Improvement 3-Pronged Transformation Strategy A three-pronged approach to transform the University of Minnesota

  6. Financial: Primary and continued focus on delivering bottom-line results with customer impact Service & Continuous Improvement Financial Transformation

  7. Cultural: Rapid assimilation of an improvement mindset into our DNA to sustain and accelerate the transformation Service & Continuous Improvement Cultural Transformation

  8. A closed-looped operating system centered upon and driven by our customer Service & Continuous Improvement Closed-looped Operating System

  9. 2 2 2 0 0 0 1 1 1 5 5 5 1 1 1 0 0 0 5 5 5 0 0 0 Program Scorecard: Key Program Indicators Quality Scorecard: Holistic, linked view of leading & lagging indicators ORGANIZATIONAL TRANSFORMATION METRICS OPERATIONAL TRANSFORMATION METRICS FINANCIAL TRANSFORMATION METRICS Managing quality with key performance indicators displayed visually. Reviewed and acted upon regularly.

  10. Leading / Lagging • Number & phase of active projects being worked • Cycle time of projects • Dollar value & phase of projects being worked • Leading / Lagging • Quantity / quality of projects in pipeline • Age of projects by phase (DMAIC) in active pipeline • Leading • Quality & quantity of trained resources • Systems / infrastructure to ID, & act upon opportunities (VOC, E2E process management, OP Reviews) Program Scorecard: Leading & Lagging Indicators Financial transformation Operational & organizational transformation • The big “Y” • Projects closed with customer & / or dollar impact You must manage the process since you cannot manage the outcome

  11. Voice Of The Customer Voice Of The Customer: Transforming Data Into Information Ensuring The RIGHT PEOPLE Get The RIGHT INFORMATION In The RIGHT FORMAT At The RIGHT TIME

  12. Voice Of The Customer R M LING U ENING ? I BUT YOU NOT TEL LIST VOC Information Puzzle: Each piece gives an incomplete picture

  13. I M TEL LING U BUT YOU R NOT LIST ENING VOC: Putting it all together: The synergy of information Voice Of The Customer

  14. Voice Of The Customer DATA: Internal Customer, External Customer, Competitive Intelligence, Benchmarking Best In Class QUALITATIVE QUANTITATIVE INFORMATION *Reports /analysis *Structured / Flexible Unclassified / Classified Mining The Voice Of The Customer For Knowledge

  15. Voice Of The Customer Customer Customer Touch Point Info User AS IS: THE WEB OF CONFUSION

  16. Voice Of The Customer Customer Customer Touch Point VOICE OF THE CUSTOMER Info User FROM INFORMATION “NOT”WORK TO INFORMATION NETWORK

  17. Process ManagementSystem Project Pipeline Voice Of The Customer Integrated Voice Of The Customer (VOC) Call Monitoring Audits Complaints & CRM Data Surveys & focus groups VOICE OF THE CUSTOMER Business Savvy Customer Requirements & Performance Gaps Improvement Opportunities

  18. Voice Of The Customer Voice Of The Customer: Experiences EXPERIENCEREACTIONRESULT STRATEGY DELIGHTED IDEAS & PRODUCT REQUESTS PENETRATION & GROWTH RETENTION SATISFIED NEUTRAL COMPLAINTS DISSATISFIED VERY DISSATISFIED The customer experience spectrum

  19. Voice Of The Customer Input Listening Posts Gather, Analyze, Report Process Integration of Listening Posts • Surveys • Audits • Call Monitoring • CRM • WEB Chat • correspondence • Focus Groups • Complaints • Others Output Process Owners Quality Sr. Leaders Customers Compliance Products Quality Auditors

  20. Voice Of The Customer Analyze and Integrate Information Tool Used to Analyze and Prioritize Listening Posts

  21. Voice Of The Customer How Can We Sort The Data? • Product Area • Key Process Area • Process Area • Type of Issues • Listening Posts • Feedback Source • Nature of Feedback • Data Range Any Combination of these Criteria!

  22. Voice of the Customer

  23. Voice Of The Customer: Reporting Tool

  24. Improving Performance • CHANGE • Improvement Projects

  25. Improving Performance CUSTOMER IMPORTANCE HIGH Process G Project Areas Process B Process c Process D Process A Process E LOW Process F COMPANY PERFORMANCE LOWHIGH VOC: Where the customer is telling us to focus

  26. Strategic Metrics PRODUCT PENETRATION CUSTOMER RETENTION TOTAL PROCESS & QUALITY PROFFITABILITY PRODUCTIVITY TRAAINING GROWTH PEOPLE BB Proc. Owner CHAMPION AAA H L L M M L H L M BBB H H M M L L H H H CCC L L L M H M M M M DDD L L M h L L M L L EEE H M H H M L M H H FFF L L H M L L M M H GGG H L L M M M H L M Improving Performance High Medium Low Project Prioritization LEGEND Projects Alignment & prioritization: Customers drive strategy, strategy drives improvement

  27. Improving Performance SIX SIGMA Philosophy Method Metric

  28. + = ? Strategic Components & Critical Concepts Six Sigma - The Metric Imagine you ask 5 different people their heights….. Now imagine we have 5 different processes….. Sigma the metric: Nothing more than a way to standardize the performance of our processes so we can compare performance

  29. Improving Performance

  30. Improving Performance “Perfection is unattainable, but if we chase it, we can catch Excellence” Vince Lombardi, Green Bay Packers Six Sigma - the philosophy. Raising the bar & striving for excellence

  31. Six Sigma - The Methodology: Defined rigor to drive incremental or radical improvement Improving Performance Six Sigma - The Methodology: Driving incremental or radical improvement INCREMENTAL Is this an improvement project? IMPROVE CONTROL YES DEFINE MEASURE ANALYZE REDESIGN DESIGN VERIFY

  32. Comparing Approaches // Methodologies i-11

  33. Improving Performance 1. Finance: Verification & Sign-off Of Initial COPQ 3. Finance: Sign-off of post-implementation COPQ. Operational budget adjustment DEFINE MEASURE ANALYZE IMPROVE CONTROL 2. Finance: Verification & sign-off of pre-implementation COPQ (CBA) Six sigma - Driving bottom line improvement through financial integrity

  34. Process Management Process Management Process management: Mindset = holding the gain & monitoring performance. Manage where you measure. In order to get to where you’re going, you first need to know where you’re at.

  35. End-to-end / Wing-to-wing WING TO WING: The “wing-to wing”, and later “end-to-end”, terminology was developed at GE aircraft engines. GE was gaining efficiencies in aircraft servicing however, customers were complaining that they were not seeing or feeling any improvement. Hence GE looked at the process from the customers perspective which was “wing-to-wing”…..the time an aircraft was out of service due to an engine off the wing until an aircraft was back in service with an engine on the wing. End-to-end: Manage the business the way the customer experiences the business

  36. FINANCIAL METRICS PROCESS METRICS 2 2 2 2 0 0 0 0 1 1 1 1 5 5 5 5 1 1 1 1 0 0 0 0 5 5 5 5 0 0 0 0 CUSTOMER METRICS KPI’s: Measurement POA Scorecard: Holistic, linked view of leading & lagging indicators EMPLOYEE METRICS / LEARNING & INNOVATION Process Scorecards: Managing the process with key performance indicators displayed visually. Reviewed and acted upon regularly.

  37. Customer Value Chain Processes 2 2 2 2 0 0 0 0 1 1 1 1 5 5 5 5 1 1 1 1 0 0 0 0 5 5 5 5 0 0 0 0 College 3 College 1 College 2 College X Education & Training Outreach Research Measurement POA E2E Measurement POA: A consistent, balanced scorecard measurement system which provides standardized metrics across processes & products enabling leaders at all levels easy access to track and manage performance so appropriate actions can be taken to enhance customer, shareholder and employee value.

  38. Operating reviews: Holistic / systems view. Scorecard mentality. Senior leaders taking the lead driving responsibility & accountability throughout the organization. Op reviews through the core process & product level. Operating reviews: Driving Results • Operating Reviews • Monthly / Periodic • Leader & management team • Review format: • Process metrics • Financial Metrics • EE satisfaction Metrics • Customer Satisfaction Metrics • Improvement / project portfolio: six sigma, reengineering, major investment, IT etc. • Action: Drive actions & accountability out of the review

  39. If you’re not having fun doing what you’re doing, you shouldn’t be doing what you’re doing Strategically & Systematically Leading Quality • Summary • The Glue: Strategy & tactics, program control • Strategic processes • 1. Listening: Voice of the customer • 2. Change portfolio: Improvement projects • 3. Control: Process management & action

  40. A closed-looped operating system centered upon and driven by our customer Service & Continuous Improvement Closed-looped Operating System

More Related