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White Belt Training Series

Learn how to tackle customer service errors and quality concerns effectively with Lean White Belt Training. Discover strategies to enhance processes, reduce mistakes, and boost customer satisfaction.

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White Belt Training Series

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  1. White Belt Training Series

  2. COPQ: “Cost of Poor Quality” • “…horrible customer service at a cellular phone corporation…” • “Dealing with credit card fraud; They treat their customers with suspicion…” • “Products were advertised for interchangeable parts. No two units matched…” • “…coffee shop. Slow, understaffed, and mistakes made • “…company refused to refund or exchange for correct product…” • “…local cable company customer service 2 hour wait on phone…” • “…Insurance claim; change to another company • “Lobsterbake…did not show up…” • “…Transportation Bus did not run on Sunday…” • “…oil change at dealership- but had to wait for 3 hours before it was ready…” • “…TV wasn’t what I wanted that mad me angry because I kept saying I know it’s not what I wanted…” • “…Telephone service… takes 10min to talk to a human…” • “…order cancelled due to stock shortage” • …cable and internet…repeat my personal/account information…” • “…oil change…Spend 8000 for a new engine…” • “…one year of fees without any reminders…”

  3. “COPQ” • “…online retailer, but the process was confusing and difficult…” • “…airlines cancellation…. I waited over a week to hear back…the custumer has to jump through multiple hoops …” • “…ordered a peach crepe …it was apple instead…”ugh • “…workplace cafeteria frequently overcharging my food…” • “…I was told one price but when I got there, it was more expensive miscommunication is what made me ANGRY” • “high-end retailer…terrible customer service, where I am ignored…” • “…Uneducated and hard to find sales people…” • “…employees not paying attention…” • “…eye doctor …front desk person very rude and condescending…” • “…Prescription customer service should at least of apologized. I canceled my account the next day…” • ” customer service at a cellular phone corporation…took 2+ hours and 3 phone calls to solve the issue.” • “…online retailer: they wanted me to pay more to fix the problem…” • “…a takeout meal from a recommended restaurant - restaurant closed; then wrong meal…”

  4. “Mistakes” “Defective” “Slow” “repeated” “My Money” “Never again” “Distrust” “incorrect” “wrong” “Waiting” “My Time” “Cancelled”

  5. “…I have been on the flip side where a customer was having a bad experience in a place I was employed at. But I was able to provide the customer with reassurance that I would do the best I could to see that they had a betterexperience…”

  6. “What are your customers saying about your processes?”

  7. Lean White Belt Training Module 4: Lean Definitions David Brammer, DVM University of Houston

  8. David Brammer, DVM David Brammer is a graduate from Texas A&M University Veterinary School.  David complete a 3 year residency in lab animal medicine at the University of Michigan.  He has worked for 15 years with Pfizer pharmaceutical research and Parke-Davis Pharmaceutical research.  For the past 4 years, he led the University of Houston on a lean management transformation serving as the executive director of Animal Care Operations.  Prior to that he worked for 3 years at MD Anderson Cancer center.     David is board certified in laboratory animal medicine and has a green belt in lean six sigma. 

  9. Review • Module 1: History of Lean: Why? • Toyota roots: people are the greatest asset • Module 2: Goals: What? • Eliminate Waste • Involve Everyone, Every Day • Continuous Improvement : many tiny steps • Tools help us “see & think” • Module 3: Principles: How? • Philosophy: long-term thinking • People: appreciating asset • Problem-Solving: • Process • Lead Time • Quality

  10. What are we going to cover? • Voice of the Customer (VOC) • Value-Added (VA) to the customer • Non-Value Added (NVA) to the customer • Non-Value-Added but necessary (NVAN) to the customer • Value Stream Mapping (VSM) • “Push” vs “Pull” • Employee Engagement (you) • Homework

  11. Voice of the Customer (VOC) • What is it? - Methods used to gather input from customers, to determine their needs and wants, and priorities on issues. • When do I use it? - As soon as you define who your customers are. - Before you begin measuring or analyzing any data.

  12. Voice of the Customer (VOC) • How does it work? • Obtain the list of customers identified • Identify available representatives for each customer group. • Design questions to get responses that help you target the problem. • Obtain customer input through: - Interviews - Surveys - Existing Feedback data- - Focus groups - Collect and compile your VOC data

  13. Voice of the Customer (VOC) • Tips • Interviews - Prepare 4-5 questions - Face to Face is better than phone when possible - Allow for free-flow input from customer - Listen!!!

  14. Voice of the Customer (VOC) • Surveys - Use survey wizard - Take care crafting questions - Limit 4-5 questions, allow for “other” responses - Include an open “comments” box - Set time expectations; anticipate 30% response rate

  15. Voice of the Customer (VOC) • Existing Feedback - Check other departments/trade sites/journals for benchmarks - Remember complaints are negative views only - Customer requests are a good source - Industry surveys may not directly address your stated problem

  16. Voice of the Customer (VOC) • General Tips - Get all customer areas represented in feedback - Get different employee levels where possible - Get good and bad feedback- both tell you something - LISTEN!!!!!!

  17. Voice of the Customer (VOC) • Constructing a Survey - Define your objectives - Draft your questions - Layout your survey - Pre-test the survey - Distribute and follow up - Analyze

  18. Voice of the Customer(VOC) • Constructing Good Questions - Grammar - Overgeneralizations (yes/no questions) - Leading - Loaded - Beware Response Bias

  19. “Value-added” (VA) • Used to categorize process steps on a Value Stream Process Map for the purpose of waste elimination. • Those process elements that directly relate to customer satisfaction with the product or service. The customer is willing to pay for CVA process steps. 

  20. Value-added • Does the process step add form, feature or function to the produce or service? • Does the task enable a competitive advantage (price, delivery, quality)? • Would the customer be willing to pay extra or prefer us over the competition if he/she knew we were doing this process step?

  21. Value-added • Typical Value Added activities: • Reducing response time • Resolving help desk problems at first contact • Making applications or products user friendly • Fewer product breakdowns • Faster delivery of products or services • Increased capacity

  22. Value-added • What are some Value Added activities in your vivarium? • Separate overcrowded cages • Move feed to new cage rather than dumping • Quantitate amount of bedding into cages.

  23. Non-Value Added (NVA) Non Value Added process steps are those process elements that do not add any customer or Business Value to the process, and are prime candidates for removal/elimination!

  24. Non-value added • If the customer knew we were doing this, would they request that we eliminate the activity so we could lower our prices? • Does the process step fit into CVA (customer value added) or BVA (Business value Added)? • Can I eliminate this process step with no impact on customer value added (CVA) or business value added (BVA)?

  25. Non value-added • Typical NVA activities (or candidates for NVA review): • Counting • Handling (Touching & retouching) • Inspecting • Transportation/moving • Stocking/storing • Rework • Repeating

  26. Non value-added • What are some non- value added activities in your facilities? • Restack cages • Wash transportation racks • Dump trash cans • Use shoe covers • Sterilize cages

  27. Non value-added; essential • The process elements that are required to run the business, but that the customer may not even be aware of or care about. (eg. regulatory compliance)

  28. Non-value added; essential

  29. Non value-added; essential • Typical NVA Essential activities: • Order Entry and Processing of animals • Purchasing • Cage changing • Cage wash • Room logs • Reconcile purchases

  30. Non value-added; essential • Some questions to ask when identifying Value Add / NVA process steps: • Does this process step reduce business financial risk. • Would the process of producing and/or selling the product break down if this process step were removed? • Is this step required by law or regulation? • What are some Non value-added; essential processes in our industry

  31. Non value-added; essential (NVAE) • What are some Non value-added: essential tasks in your facility? • Animal Census • Change water bottles on a weekly basis

  32. Value Stream Mapping (VSM) • Visual map of all elements of a process • “See” flow • “See” and recognize Waste • Waiting / idle time • Duplication of Effort • Bottlenecks • Alignment & deviations • Value Added steps • Non-value added steps • Non-value-added but essential steps

  33. Which is VA or NVA?

  34. Value Stream Mapping (VSM) • Trips • Storage> 7 reduced to 0 • Rabbit> 9 reduced to 1 • Clean side> 9 reduced to 2 • Total 25/day reduced to 3/day or 15/week • Cages needed: 10 reduced to 6

  35. Push or Pull?

  36. Push vs Pull Systems

  37. Push System Results

  38. Examples of Push Systems Unwanted Email “Pushed” at you

  39. PULL System • Pull System- “Just in Time” • Driven by customer demand

  40. Change 4 primate cages per day. This allows 20 cages to be change per week. A total of 80 single housed monkeys. Total number of cages in ready room: 4 for the days production 4 for back up 1 for emergency Cage wash hours of operation 8:00 to 2:00 on Tues and Thursday Example of a PULL System

  41. PULL System

  42. PULL System

  43. Employee Engagement

  44. Employee Engagement • How are you engaged to make your work better? • End of hall meetings. • Attack process not person • Expect improvements not “we always have done it this way” • Remove the most valuable player

  45. Homework

  46. www.voenetwork.com Click: “Forum”

  47. FORUM Post a photo (preferred) or a brief description as an example of any step or process that is “non value-added” to your customers.

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