Quality consulting major consumer products companyWritten by Jose Sanchez
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A significant problem was inability of different business units to leverage each other to develop new market opportunities. These three pieces of information: Voice of Customer, Voice of Business and impact of critical business functions on achieving customer satisfaction, are critical considerations in further development of strategy for improvement initiatives. The company culture had always been dictated by engineers and systems people with a high educational level and professional pride. Their main problem was meeting project deadlines and providing a user friendly environment to their customers. The company began to shift its focus and placed as much importance on customer's need to be able to use technology easily, as on technical requirements. Customized Problem Solving Methodology Technical assistance was provided in development of a customized problem-solving methodology. This included tools and techniques used for identification and analysis of problems in a way that can best be assimilated by company employees. In addition to technical aspects, methodology also emphasizes logic flow, importance of "right" data, need for insightful analysis, role of human behavior, and criticality of proper follow-up. Employee Training Implementation of Problem Solving Methodology included training employees. Given their high educational level, it was critical to provide a concise, non-bureaucratic course, to gain employee's acceptance. The training included a case study and a curriculum that provided correct mix of group dynamics and technical training. The results were not only ability to analyze problems and develop solutions, but also an improved management competence to "sell" and obtain executive approval of their ideas.
Managing Partner, Management Resourecs, Inc.
| | A large international insurance company IT departmentWritten by Jose Sanchez
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RESULTS Results were visibly very fast: Personnel who have attended program show dramatic improvement in attitude and their dealings with customer. The satisfaction ratings from customers have increased from 5.8 to 6.7 on a scale of 1 to 7 after doing one group. The intelligent individual with negative attitude (referred to above) has become informal leader of group, participating in inter-functional meetings, practicing team work and taking initiative to teach others. The Help Desk was recognized by Vice President of Information Systems division for their customer sensitivity and improved approval ratings. A "Customer Bill of Rights" with 10 customer expectations was developed, indicators implemented and it became management guidelines and objectives for organization. Customer satisfaction improved about 18%, as measured by feedback cards customer prepares after their work is completed.
Managing Partned, Management Resources Inc.
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