world class service delivery new
TRANSCRIPT
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World Class
Service DeliveryKanthi Basnayake
ManagementConsultant
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Myth or Facts?Whatcompanies/organizationscome to mindwhen you think of
world-class service?
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What is World-Class Service?
What establishments do you patronize whose
service exceeds your expectations on acontinual basis?
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Do you provide world-class
service?
Todays business environment is becomingincreasingly complex and competitive due:
Globalization, new technology, increasingproduct proliferation, brand erosion, market
segmentation, consumer skepticism and timepoverty, rendering traditional business plansobsolete.
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World Class Service
Organizations?/Concepts/System/Technologies?
Organizations/World
General Electric, Microsoft,British Airways, Hewlett-Packard, Coca-Cola andDisney .
Sri Lanka?
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Heres the point:
Companies should understand the differencebetween the product the commodity orservice being delivered and the process the method by which that product isdelivered.
Your reputation in your field may be createdmore by the customer experience you deliver,than the product or service you sell.
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Is it necessary to be a world class
service organization?
Yes/No?
Increasingly sophisticated
clients
Market globalization
Evolving technology
Intense competition
Emergence of Modularization
of business process.
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SO, HOW CAN YOU STAND OUT FROM A
SEA OF COMPETITORS PROMOTING
SIMILAR OFFERINGS?
become known as THE COMPANY in your field
that provides world-class service?
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Concepts/Systems and Technologies?
Leadership
Organizational culture
Customer Service
Six Sigma
Emotional Intelligence
Human Resource
Management Information Technology
Any other??
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The Big PictureWorld Class
Organization
Key performance divers
LeadershipCompetencies
Human Metrics
Quality work lifeSelf awareness skillsSelf motivation skills
Quality
Processes
Processes
Growth in salesGrowth in profitsTechnology innovationProcess development
Process Adaptation
Customer Service
Product/serviceService delivery
Service experienceOrganizational culture
Service personal
Customer Service
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Principles of a world class
organization
Inspire the Spirit of Man.To Create a World.
Of Dignity. Peace and Joy
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Bench marking for a World Class
Service Organization
Leadership's
insights
Customer's
loyalty
Leadership PPT
Managements
execution
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Nine emerging leadership strategies lead to
world-class recognition.
Strategy for communication Good leadership is mostlygood communication (Clutterback 2002).
Strategy to build integrity and trustA leadership
strategy to build and maintain integrity must be a part of thefoundation. Trust is described as the foundation for the fourcornerstones of moral leadership (Clawson, 2002).
Strategy for creating relationships Relationshipsmust be built for customers, employees and staff, your community,
suppliers, peers and competitors.
Strategy for change The role of the world-class leader isto challenge the status quo, identify opportunities for improvementand implement change to achieve ever higher performance.
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Strategy for teamwork Teamwork is a strategy that can increase
a leaders effectiveness, improve the morale and productivity, andharness the skills of the organizations members.
Strategy to grow leaders to produce champions Leaders whoconsistently pass on their strengths are meaningfully increasing theoverall intellectual capital of the organization.
Strategy for building a world-class organizational cultureOrganizational culture can prove to provide a competitive advantagegiving all the members a common basis for understanding, interacting,and growing.
Strategy for risk-taking The manager has his eyes on the bottomline. The leader has his eyes on the horizon (Parker 2001).
Strategy for creating and implementing a shared vision
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Bench marking for a world class
service organization
Leadership's
insights
Managements
execution
Customer's
loyalty
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Customer Service will become the primary added-value
function in every business. Human involvement in service
will shift from routine, low value tasks to high value,
personal consultancy on important issues, problems or
desires for the customer
- Bill Gates - from Business @ the speed of thought
Customer Service
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Our scenario for the future
Customer Service continues up/into the boardroomagenda
More organisations begin to build their business
forward from the customer
As acceptable service levels become morewidespread, ambitions for world-class serviceaccelerate (fuelled by customer demand if nothingelse)
Cost-cutting becomes less controlling in the designof service strategies and processes
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Our scenario for the future
Government puts pressure (on all sectors) toimprove service standards and performance
Theyre only puttin in a nickel, but they want adollar song
Customers want service functionality plusemotional empathy (The Customer Experience)
Customers compare you with the best not just inyour sector, but the best anywhere
Service excellence (not adequacy) defines theHigh PerformanceWorking (HPW) culture
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Criterion 1: Customer Insight
Criterion 2: The culture of the organisation
Criterion 3: Information and Access
Criterion 4: Delivery Criterion 5: Timeliness and Quality of Service
How it works The Elements
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World Class
Customer Service
Reputation
Performance
Growth
Profitability
Trust
ICS Model for World-Class Customer Service
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Six Simple Actions..
Each coupled with systems and strategies to improve(with training), it can result in immediate andtransformational changes in your business.
1. How well you listen
2. What you say
3. How you say it
4. What you do
5. How you do it
6. When you do
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Bench marking for a world class service
organization
Leadership's
insights
Managements
executionCustomer's
loyalty
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World Class standards?
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Characteristics of Successful Service
Delivery Innovation
Organizations that excel at service deliveryinnovation demonstrate the six keycharacteristics:
A networked organization Flexible workflows
Global sourcing
Client and supplier collaboration
Continuous innovation
Enabling technology
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BENEFITS OF SERVICE
DELIVERYINNOVATION
Greater differentiation in the marketplace
Increased client loyalty Increased speed to market
Improved resource utilization
Lower compliance risk
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ISO 9000
ISO 9000 standards are used by theEuropean Community to provide a universalstructure for quality assurance.
The standards help companies maintaincompetitive edge, increase productivity,
enhance the quality of products and services,cut costs, standardize production processesand improve customer satisfaction.
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Latest ISO Standards: 27048:2011
A new ISO standard will help optimize individualmonitoring and protection of workers exposed toradiation. It will also provide the technical basisfor reinforcing regulation in this field worldwide.
The application ofISO 27048:2011,Radiationprotection Dose assessment for the
monitoring of workers for internal radiation
exposure, will contribute to more reliable andconsistent results when measuring internal
doses of radioactive substances.
International organization for standardization ISO
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Based on teachings of Dr. WalterShewhart, Dr. W. E. Deming & Dr. J.Juran. Process Control;
Plan Do Check Act;
Common and Special Causes;
Improvement can be done project by project
Statistical tools
Hawthorne Plant Experiences
Developed by Bill Smith at Motorola in1980s
What is Six Sigma ?
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Six Sigma Definitions
Business Definition A break through strategy to significantly improve
customer satisfaction and shareholder value by
reducing variability in every aspect of business.
Technical Definition A statistical term signifying 3.4 defects per million
opportunities.
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Who is Implementing Six Sigma
At least 25% of the fortune 200 claim to have a serious sixsigma program - Michael Hammer.
Financial - Bank of America, GE Capital, Electronics - AlliedSignal, Samsung, Sony
Chemicals - Dupont, Dow Chemicals
Manufacturing - GE Plastics, Johnson and Johnson, Motorola,Nokia, Microsoft, Ford.
Airline - Singapore, Lufthansa, Bombardier
And hundreds of others in Americas, Europe, Sub Continent.
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Six Sigma Results
Company Annual Savings
General Electric $2.0+ billion
JP Morgan Chase *$1.5 billion (*since inception in 1998)
Motorola $ 16 billion (*since inception in 1980s)
Johnson & Johnson $500 million
Honeywell $600 million
Six Sigma Savings as % of revenue vary from 1.2 to 4.5 %
For $ 30 million/yr sales Savings potential $ 360,000 to $ 1.35 million.
Investment: salary of in house experts, training, process redesign.
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Information TechnologyCatching Stars
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Information Technology
Information technology is not the solution to e-
Governments problems. However, effectively
implemented information technology with good
governance and architecture can support and speed up
the achievement of development objectives with the
broadest benefits for society.
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Personalize Rewards and RecognitionPersonalize Rewards and Recognition Be PresentBe Present Mantle / Belief / FeelMantle / Belief / Feel Catch people doing things rightCatch people doing things right -- MBWAMBWA JustJust--inin--time Service and Masstime Service and Mass
CustomizationCustomization Keep Drinking the KoolKeep Drinking the Kool--AidAid
Borrow (Steal) from the BestBorrow (Steal) from the Best Exceed each customers expectationsExceed each customers expectations
(wow)(wow)
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Enjoying the Moment : Change Management
"Change is the law of life. And those who look only
to the past or present are certain to miss the
future. - John F. Kennedy
"Every act of creation is first of all an act of
destruction.- Picasso
Change
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Vision ofWorld Class Public Services
Ministry of PublicAdministration sets out avision of world class publicservices achieved by: empowering citizens; enhancing
professionalism; and government playing a
more strategic role
The delivery of worldclassservice is currentlybeing promoted throughthe implementation ofCitizen /Customer Charterto all public institutes.
Citizen
empowerment
New
professionalismStrategic
leadership
Excellence
and
Fairness
Citizen empowerment greater power to people to
control services
New professionalism professionals and front line staff
across all public services responding to the needs of the
public and being accountable to them
Strategic leadership setting a clear vision, not
micromanaging