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“GOING THE EXTRA MILE”
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
EXTERNAL CUSTOMERS
INTERNAL CUSTOMER
INTERNAL CUSTOMER
INTERNAL CUSTOMER
SUPPLIERS
1
2
3
voc
+ + =
backoffice frontline customer
“The lowest bidder wins.”
Prof. Rene T. Domingo www.rtdonline.com
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
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”
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
“80% of quality problems are caused by management, and 20% by workers. ”
W.EdwardsDeming1900‐1993
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
“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
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
Ingram Micro has an 800 number for employees to call the CEO directly (he’s the only one who will answer).
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
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
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit
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
7DeadlySinsofInternalCustomerService
1. nointernalcustomerculture2. failuretoempower
3. blamingculture
4. overworking,understaffing
5. nodirectaccesstomanagement
6. onlyhardbenefits7. failuretosa'sfythespirit