Happy at work delighting your internal customers rene domingo

transcript

Deligh'ngYourInternalCustomers

Prof.ReneT.Domingo

AsianIns3tuteofManagementrtd@aim.edu

www.rtdonline.com

“GOING THE EXTRA MILE”

7DeadlySinsofInternalCustomerService

1. nointernalcustomerculture2. failuretoempower

3. blamingculture

4. overworking,understaffing

5. nodirectaccesstomanagement

6. onlyhardbenefits7. failuretosa'sfythespirit

3. blamingculture

EXTERNAL CUSTOMERS

INTERNAL CUSTOMER

SUPPLIERS

backoffice frontline customer

“The lowest bidder wins.”

Prof. Rene T. Domingo www.rtdonline.com

3. blamingculture

BORED CARPENTER "I'm hammering a nail."

INDIFFERENT CARPENTER "I'm making a door."

HAPPY CARPENTER "I'm building a church."

THREE CARPENTERS

BORED NURSE "I'm following the doctor’s orders."

HAPPY NURSE "I'm saving a precious life."

INDIFFERENT NURSE "I'm treating a patient in room 453."

BORED WORKER "I'm soldering."

INDIFFERENT WORKER "I'm making a chip."

HAPPY WORKER "I make planes fly safely."

THREE SEMICON ASSEMBLERS

The Ritz‐Carlton Twenty Basics 1.TheCredoistheprinciplebeliefofourCompany.Itmustbeknown,ownedandenergizedbyall.2.OurMoMois'Weareladiesandgentlemenservingladiesandgentlemen.Asserviceprofessionals,wetreatourguestsandeachotherwithrespectanddignity.3.TheThreeStepsofServicearethefounda'onofRitzCarltonhospitality.Thesestepsmustbeusedineveryinterac'ontoensuresa'sfac'on,reten'onandloyalty.4.TheEmployeePromiseisthebasisforourRitz‐Carltonworkenvironment.Itwillbehonoredbyallemployees.5.AllemployeeswillsuccessfullycompleteannualTrainingCer'fica'onfortheposi'on.6.Companyobjec'vesarecommunicatedtoallemployees.Itiseveryone'sresponsibilitytosupportthem.7.Tocreateprideandjoyintheworkplace,allemployeeshavetherighttobeinvolvedintheplanningoftheworkthataffectsthem.8.Eachemployeewillcon'nuouslyiden'fydefects(M.R.B.I.V.)throughoutthehotel.9.Itistheresponsibilityofeachemployeetocreateaworkenvironmentofteamworkandlateralservicesothattheneedsofourguestsandeachotheraremet.

10.Eachemployeeisempowered.Forexample,whenaguesthasaproblemorneedssomethingspecialyoushouldbreakawayfromyourregulardu'es,addressandresolvetheissue.11.Uncompromisinglevelsofcleanlinessaretheresponsibilityofeveryemployee.12.Toprovidethefinestpersonalserviceforourguests,eachemployeeisresponsibleforiden'fyingandrecordingindividualguestpreferences.

13.Neverloseaguest.Instantguestpacifica'onistheresponsibilityofeachemployee.Whoeverreceivesacomplaintwillownit,resolveittotheguest'ssa'sfac'onandrecordit.14."Smile‐WeAreOnStage"Alwaysmaintainposi'veeyecontact.Usethepropervocabularywithourguestsandeachother.(Usewordslike'GoodMorning','Certainly',"I'llbehappyto"and'MyPleasure'.)15.BeanambassadorofyourHotelinandoutsideoftheworkplace.Alwaysspeakposi'vely.Communicateanyconcernstotheappropriateperson.16.Escortguestsratherthanpoin'ngoutdirec'onstoanotherareaoftheHotel.17.UseRitz‐CarltontelephoneeequeMe.Answerwithinthreeringsandwitha"smile".Usetheguest'snamewhenpossible.Whennecessary,askthecaller,"MayIplaceyouonhold?"Donotscreencalls.Eliminatecalltranferswheneverpossible.Adheretovoicemailstandards.18.Takeprideinandcareofyourpersonalappearance.EveryoneisresponsibletoconveyaprofessionalimagebyadhereingtoRitz‐Carltonclothingandgroomingstandards.19.Thinksafetyfirst.Eachemployeeisresponsibleforcrea'ngasafe,secureandaccidentfreeenvironmentforallguestsandeachother.Beawareofallfireandsafetyemergencyproceduresandreportanysecurityrisksimmediately.20.Protec'ngtheassetsfoaRitz‐Carltonhotelistheresponsibilityofeveryemployee.Conserveenergy,properlymaintainourhotelsandprotecttheenvironment.

JIDOKA–“SmartAutoma'on”

line stop with “andon cord”

3. blamingculture

“80% of quality problems are caused by management, and 20% by workers. ”

W.EdwardsDeming1900‐1993

3. blamingculture

“Pa'entswithsomeseriousmedicalcondi'onsaremorelikelytodieinthehospitaliftheyareadmiMedonaweekendthaniftheyareadmiMedonaweekday.”

“MortalityamongPa'entsAdmiMedtoHospitalsonWeekendsasComparedwithWeekdays”,Belletall,NEJMAug.30,2001

UNDERSTAFFEDWEEKENDS

Inallsectorsofpa'entcaredelivery,nursescomplainabouttheamountandcomplexityofpaperworkthathasresultedfromamul'tudeofac'onsbyregulatorybodiesandthe

reimbursementindustry.Nursesfindtheyarespendingmore'mewithpaperthanwithpa'ents.Thisdissa'sfiesnurseswhowanttohaveinterac'onwithpa'entsandfamiliesandmaycontributetonursesleavingdirectcareposi'ons,par'cularlyinacutecareseengs.

November2006Publica'onNo.25‐12505,CenterforHealthSta's'cs,HealthProfessionsResourceCenter,TexasCenterforNursingWorkforceStudies,StatewideHealthCoordina'ngCouncil

3. blamingculture

Ingram Micro has an 800 number for employees to call the CEO directly (he’s the only one who will answer).

3. blamingculture

higherproductivity

PRODUCTIVITYGAINSHARINGMODEL

savingscompany

savingsshare

workerssavingsshare

PRODUCTIVITYIMPROVEMENTCYCLE

Breakthrough HR policies by Fortune’s 100 Best Companies to Work for in America

give employees an average of 43 hours of training yearly

1. Southwest Airlines (#4) 80 hours/year 2. Deloitte and Touche (#8) 70 hours/year

Breakthrough HR policies by Fortune’s 100 Best Companies to Work for in America

give generous “soft benefits”

1. Qualcomm (#47) - unlimited accumulation of unused vacation leaves

2. 31% of 100 Best Companies have on-site child care 3. Vlassis (#37) - on-site hairstylist and manicurist 4. Finova (#12) - free massages at the office

3. blamingculture

a more “spiritual” company (Tom’s of Maine)

1. plants and fountains in office and factories 2. use of round tables in meetings 3. board meetings on the floor 4. outdoor meetings in nature parks 5. complimentary fruit baskets in manufacturing

plant 6. decorating with employee-made paintings and

other art work 7. non-business training – yoga and meditation

3. blamingculture

Deligh'ngYourInternalCustomers

Prof.ReneT.Domingo

AsianIns3tuteofManagementrtd@aim.edu

www.rtdonline.com

Happy at work delighting your internal customers rene domingo

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