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PROCESS    IMPROVEMENT   CONSULTINGwelcome     it’s a   GREAT DAY   Process   Improvement    Consulting
Hubert N. Eke                  0809-637-4244                  0810-679-1422                 5neke@msn.com            huber...
LEADING BANKING  SERVICES FOR    GREATER  CUSTOMER  EXPERIENCE
Module 1  Learning Objectives – 1hr   After completing this module, you should be able to:   •     Restate the bank’s visi...
WHY TRANSFORM?WHY DOES YOUR BANK NEED TO BE FIRST IN      SERVICE?
Process   Improvement   Consulting©                          WHO IS THE CUSTOMER                         My customer is   ...
MANAGING BANKING SERVICES                   (customer experience)This presentation lays out an experience-centric approach...
IT ALL STARTSWITH HAVINGA vision… Process   Improvement   Consulting
YOUR             VISION           RESTATEDProcess   Improvement   Consulting
Understanding The VisionA clear mental picture of apreferable futureA picture of a better, greater,more progressive andpro...
Understanding The Vision      Ever been a customer?          Clinic          Gas station          Dry cleaner      Why do ...
picture adesirablefuture Click me
vision…Process   Improvement   Consulting
Where there is no vision, the people perish             (Proverbs 29:18)Where there are no people, the vision perishes the...
What does your                                         company vision                                       mean to you no...
Process   Improvement   Consulting©    The Four Elements of Customer Satisfactioni. Perfect Product/serviceii. Caring Deli...
Process   Improvement   Consulting©    The Four Elements of Customer SatisfactionDelivered by Caring People. Your productr...
YOU ARE IMPORTANT            Science proves thatProcess Improvement Consulting© 2009
Process Improvement Consulting© 2009                                       UNIQUE
Process Improvement Consulting© 2009                                       SPECIAL
Nobody else on earth has your DNAProcess Improvement Consulting© 2009
Nobody else on earth has your irisProcess Improvement Consulting© 2009
Nobody else has his finger printProcess Improvement Consulting© 2009
MISSIONWHAT DO YOUR MISSION CARRIERS                                      DO?                             LOOK LIKE?      ...
1. THEY CARRY THE VISION & MISSIONo UNDERSTAND THE VISION/MISSIONo INTERNALISE THEMo DEVELOP ALIGNED BEHAVIOURo CREATE VAL...
2. THEY HAVE ALIGNED LIFE    TO ALIGN WITH THE STRATEGIC VISION/MISSION, WE                         MUST HAVE AN ALIGNED L...
MISALIGNED LIFEGRUMPY PEOPLE IN BEST JOBSUnhappy people in great jobsComplainingExcusyLack of knowledgeIndifferent    Proc...
A LIFE WITH LITTLE/NO ALIGNMENT                                                                   Little or No            ...
SELF ALIGNMENTGRATEFUL PEOPLE IN BEST JOBSSuper Service - serving yourself a great life                  .   Process   Imp...
Alignment                                       passion for   LIFEProcess Improvement Consulting© 2011
Alignment                                        passion for                                       familyProcess Improveme...
Alignment                                         passion for                                       careerProcess Improvem...
Alignment                                       passion for               customerProcess Improvement Consulting© 2011
Process              Improvement   Consulting©                                       SYNDICATE CASE STUDY        The Hotel...
Click me                               ALIGNED LIFE & PERSONALITY                               Nature and things tend to ...
Daily scheduleThe secret of successful people is clearly seen                                       in their daily schedul...
Daily schedule                                       Service                              providerProcess Improvement Cons...
SELF ALIGNMENT                                       Marty’s story case study                                SYNDICATE GRO...
SELF ALIGNMENT 1. WHY WAS MARTY AT HIS BEST AT THIS SEEMING COMMON JOB? 2. WHY WAS HE DIFFERENT FROM HIS OTHER COLLEAGUES?...
SELF ALIGNMENT LESSONS FROM MARTY Marty could have spent 20 years being miserable and thinking he didnt get  paid to serv...
CLICK ME                     4. THEY CHANGE PARADIGMSo GET EVERYBODY FOCUSING ON THE MISSION    AND LIVING IT OUT DAILYo D...
MANAGING FOR SERVICE                                    PARADIGMSo   SERVICE IS THE NEW STANDARD BY WHICH CUSTOMERS JUDGE ...
The new business of Paradigms - movie   Process      Improvement    Consulting
NEW PARADIGM MOVIE SYNDICATE WORK1.   List all old service delivery leadership paradigms2. List all new service delivery l...
LIST ALL THAT MAKES SERVING THE CUSTOMER A                           FRUSTRATING EXPERIENCE SOMETIMES?Process Improvement ...
Getting improvement ideas from people Harness the  wisdom and  motivation of first-  line employees Drive  improvements ...
GoalsFor:   To realise business objectives   Continuous improvement   Innovation   “Two heads (thinking about a proble...
Importance of Supervision and Team Activity“In world class companies 80% of the workforce is       involved in problem sol...
Improvement Ideas               Get ideas                                 Record                                  ideas   ...
Promoting Suggestions and Ideas                 Weekly Service themes                                          Respond    ...
Idea GeneratorProblem   Problem   Improvement   Improvement Cards     Cards       Cards         Cards
Idea GeneratorOther things:   Topic:   Topic:   Topic:
Idea Generator
Idea GeneratorEmployees Solve Problems Systematically           Leaders Solve Difficult Problems              Our Idea Gen...
5. They understand how to link Vision & Strategy to Personal                         Objectives                           ...
6. THEY GIVE NOT TAKE                                     Click me o They show others how to serve o They prove that when ...
PEOPLE ATTITUDESERVICE NOT A PRIORITY AT THIS LEVELSERVICE AUDITSASK EMPLOYEES WHAT CUSTOMERS THINK ANS ARE SAYINGTEACH EM...
PEOPLE ATTITUDEi.       FRIENDLINESS…A HELPFUL SMILE AT EVERY TOUCH POINT        i.       EYE CONTACT        ii.      SMIL...
7. THEY FOCUS ON MANAGING TOUCH POINTS &            TRAINING OTHERS TO DO SAME                                          Cl...
8. THEY FOCUS ON IDENTIFYING & ELIMINATING WASTE               Eliminating Waste  Anything not value adding is waste (muda).
Objectives   Explain the importance of eliminating waste   Understand and be able to identify wasteful human    activiti...
Essential Message The essence of this idea is that a positive   attitude towards the identification and   elimination of ...
PhilosophyAnything that does not add value is waste (Muda)In other words, anything that a customer pays forbut which does ...
CLICK ME                                                                      Philosophy                         The Seven...
PhilosophyWaiting and Motion Waste (two of the 7 wastes)                                      Too many               Multi...
Learning Application   List the types of wastes (muda) present in your    branch.   Classify it into different categorie...
Work Sampling                                                Route of Work Sampling        *    *    *       *            ...
10. They maintain discipline       Workplace DisciplineRequirements to make the workplace          more effective
Objectives   Explain the importance of time control and    commitment   Train and motivate your team   Develop an actio...
Essential Message   the creation of a positive work    atmosphere   good work order   a high level of commitment in the...
Value Adding Work Habits - 4DDiscipline      Dedication             Determination                             Desire
Morning Meeting                 Sample Agenda for Morning Meeting                  Particular problems that have arisen, ...
MY NAME IS YOUR POTENTIAL   I AM ALL THAT YOU CAN BE, BUT HAVE NOT YET BECOME.    I AM ALL THAT YOU CAN DO, BUT HAVE NOT Y...
HE SAYS YOU CANNOT DO ALL THAT I KNOW YOU CAN DO. HESAYS YOU CANNOT BE ALL THAT I KNOW YOU CAN BE. BUT IFYOU ONLY PUT THE ...
AND IF YOU’LL PERMIT ME TO INTRODUCE MYSELF, MY NAME IS YOUR POTENTIAL; AND WITH ME IS ALL THE SUCCESS AND GREATNESS YOU’V...
AND IF YOU LET ME SHINE THROUGH,THE 1ST BANK WORLD WILL SOON DISCOVER             THE TRUE YOU   Process       Improvement...
POTENTIAL- LIMITATION =      CURRENT PERFORMANCEProcess      Improvement   Consulting
Process             Improvement       Consulting©                MODULE 2    Leading service delivery in the branch       ...
MODULE 2  Learning Objectives – 1hr   After completing this module, you should be able to:      Design services that crea...
CUSTOMER EXPERIENCEUser Experience is the Perceived sum of Allinteractions, both positive and negative, that acustomer / u...
Customer experiences-are all about people    Process         Improvement      Consulting
Process   Improvement   Consulting
Process   Improvement   Consulting
Process   Improvement   Consulting
An experience is amemorable event - Process   Improvement   Consulting
An experience is a MAagIcMoment -Process   Improvement   Consulting
MiseryMoments -           unthought-of Process       Improvement   Consulting
What is CUSTOMER EXPERIENCE                  Improvement Consulting©                                           LGProcess  ...
Process             Improvement       Consulting©              What is CUSTOMER EXPERIENCE                                ...
Process             Improvement       Consulting©              What is CUSTOMER EXPERIENCEProcess         Improvement     ...
Process             Improvement       Consulting©              What is CUSTOMER EXPERIENCE                                ...
Process             Improvement   Consulting©              What is CUSTOMER EXPERIENCEProcess         Improvement    HARLE...
Process             Improvement       Consulting©              What is CUSTOMER EXPERIENCEProcess         Improvement     ...
Process           Improvement       Consulting©  CLICK MEMake          YOUR BRANCHTHE ONLY BANK              in the Area  ...
Concept of Customer       Traditional Mindset About the CustomerTWO VIEWS:i. The view of Managing the customers experience...
Concept of Customer       Traditional Mindset About the CustomerThe "doing things" mindset views the customer as a nuisanc...
Concept of Customer       Traditional Mindset About the Customer• Tendency to focus attention on "what we do" rather than ...
The Service StructureCreating a Service Strategy Through Customer Research                         CUSTOMER               ...
Creating a Service Strategy Through Customer                                      Research•   We must learn what factors t...
Defining the Service PackageThere are seven critical components for a "general" customer service package.Environmental - T...
Defining the Service Package•   Deliverable - Anything the customer physically takes custody of during the    service expe...
MANAGING TOUCH POINTSo NO. OF EMPLOYEES ONE CUSTOMER  INTERACTS WITH IN ONE VISIT = 5?o HOW MANY CUSTOMERS GO THROUGH  YOU...
Service Delivery is along the value chain   THE BRANCH CUSTOMER JOURNEY MAP    PARKING LOT    ATMs    SECURITY MEN ENCOUNT...
Service Delivery Quality Priorities•   Speed - How time-critical is this?•   Personal Touch - How important is it to manag...
Consolidated customer emotions- an evaluation    Process         Improvement     Consulting
Customer Experience Mapping    Process        Improvement   Consulting
Understanding Customers Emotional Journey  Using Moment Mapping®   +    Exceeding    emotional   expectations             ...
Creating experiences along the service                      value chain    Parking   ATMs   Security   Door   Aesthetics  ...
Creating experiences along the service                      value chain    Parking   ATMs   Security   Door   Aesthetics  ...
Process                   Improvement   Consulting©                                       Language Engineering            ...
Process               Improvement   Consulting©                                       Language Engineering                ...
Process                          Consulting©                                       Language Engineering                   ...
Process                 Improvement   Consulting©                                       Language Engineering              ...
Process                          Consulting©                                       Language Engineering                   ...
thank     youProcess   Improvement   Consulting
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The experience is the service

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People are the chief drivers of great customer experiences. Supporting systems play an enabling role. People with aligned happy lives that is. Grumpy complaning people aint able to

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Transcript of "The experience is the service"

  1. 1. PROCESS IMPROVEMENT CONSULTINGwelcome it’s a GREAT DAY Process Improvement Consulting
  2. 2. Hubert N. Eke 0809-637-4244 0810-679-1422 5neke@msn.com huberteke@picnigeria.com njideka_cdp@yahoo.com BB: 23ae1de1 Twitter:@huberteke; @njideeke www.picnigeria.comProcess Improvement Consulting
  3. 3. LEADING BANKING SERVICES FOR GREATER CUSTOMER EXPERIENCE
  4. 4. Module 1 Learning Objectives – 1hr After completing this module, you should be able to: • Restate the bank’s vision, mission & strategy • Define the new supervision paradigms at touch points • Understand how an aligned life contributes to strategic alignment in delivering great service • Redesign the daily schedule of service leaders • Understand how to institute ideas generation and execution culture Process Improvement Consulting
  5. 5. WHY TRANSFORM?WHY DOES YOUR BANK NEED TO BE FIRST IN SERVICE?
  6. 6. Process Improvement Consulting© WHO IS THE CUSTOMER My customer is anyone who isnt me.Process Improvement Consulting© 2009
  7. 7. MANAGING BANKING SERVICES (customer experience)This presentation lays out an experience-centric approach to fostering and creatingloyalty by systematically impressing your customers again and again. The Long Wow challenges creators of customer experiences to plan across channels, time,and disciplines to identify a progression of seduceable and memorable moments Process Improvement Consulting
  8. 8. IT ALL STARTSWITH HAVINGA vision… Process Improvement Consulting
  9. 9. YOUR VISION RESTATEDProcess Improvement Consulting
  10. 10. Understanding The VisionA clear mental picture of apreferable futureA picture of a better, greater,more progressive andprosperous tomorrow’A vision by definition and inpractice invariably changes thestatus quo. In other words, ifthe status quo is unchanged, itis not a vision Process Improvement Consulting
  11. 11. Understanding The Vision Ever been a customer? Clinic Gas station Dry cleaner Why do people do what they do? What do you consider when you make important decisions? Shop, live, jobs, cars, – FACTS – FEELINGS (emotions & instincts)Process Improvement Consulting
  12. 12. picture adesirablefuture Click me
  13. 13. vision…Process Improvement Consulting
  14. 14. Where there is no vision, the people perish (Proverbs 29:18)Where there are no people, the vision perishes the power of visions Process Improvement Consulting
  15. 15. What does your company vision mean to you now? How does your job function fit into this vision?Process Improvement Consulting© 2009
  16. 16. Process Improvement Consulting© The Four Elements of Customer Satisfactioni. Perfect Product/serviceii. Caring Deliveryiii. Timelinessiv. Effective Problem Resolution ProcessProcess Improvement Consulting© 2009
  17. 17. Process Improvement Consulting© The Four Elements of Customer SatisfactionDelivered by Caring People. Your productrequires caring, friendly people to deliver itProcess Improvement Consulting© 2009
  18. 18. YOU ARE IMPORTANT Science proves thatProcess Improvement Consulting© 2009
  19. 19. Process Improvement Consulting© 2009 UNIQUE
  20. 20. Process Improvement Consulting© 2009 SPECIAL
  21. 21. Nobody else on earth has your DNAProcess Improvement Consulting© 2009
  22. 22. Nobody else on earth has your irisProcess Improvement Consulting© 2009
  23. 23. Nobody else has his finger printProcess Improvement Consulting© 2009
  24. 24. MISSIONWHAT DO YOUR MISSION CARRIERS DO? LOOK LIKE? ACT LIKE? BEHAVE? TALK LIKE? HOW ABOUT THEIR LEADERS? WHAT IS THEIR DAILY SCHEDULE LIKE? Process Improvement Consulting
  25. 25. 1. THEY CARRY THE VISION & MISSIONo UNDERSTAND THE VISION/MISSIONo INTERNALISE THEMo DEVELOP ALIGNED BEHAVIOURo CREATE VALUEo LEAD OTHERS TO CARRY THE VISION/MISSION Process Improvement Consulting
  26. 26. 2. THEY HAVE ALIGNED LIFE TO ALIGN WITH THE STRATEGIC VISION/MISSION, WE MUST HAVE AN ALIGNED LIFE Process Improvement Consulting
  27. 27. MISALIGNED LIFEGRUMPY PEOPLE IN BEST JOBSUnhappy people in great jobsComplainingExcusyLack of knowledgeIndifferent Process Improvement Consulting
  28. 28. A LIFE WITH LITTLE/NO ALIGNMENT Little or No Feedback The larger society, Job, Me Family, needs, wants Undesired self outcomes I Think about the outcome at work.Process Improvement Consulting© 2012 DISCUSS
  29. 29. SELF ALIGNMENTGRATEFUL PEOPLE IN BEST JOBSSuper Service - serving yourself a great life . Process Improvement Consulting
  30. 30. Alignment passion for LIFEProcess Improvement Consulting© 2011
  31. 31. Alignment passion for familyProcess Improvement Consulting© 2011
  32. 32. Alignment passion for careerProcess Improvement Consulting© 2011
  33. 33. Alignment passion for customerProcess Improvement Consulting© 2011
  34. 34. Process Improvement Consulting© SYNDICATE CASE STUDY The Hotel Engineer – purpose Vs. FunctionProcess Improvement Consulting© 2009
  35. 35. Click me ALIGNED LIFE & PERSONALITY Nature and things tend to Align, Feedback for Improvement you are in alignment with self Feedback Feedback Good God OutPeople come FeedbackPeople Think about the outcome at work.Process Improvement Consulting© 2012 DISCUSS
  36. 36. Daily scheduleThe secret of successful people is clearly seen in their daily schedule 3. THEY HAVE A SERVICED-BASED DAILY SCHEDULEProcess Improvement Consulting© 2011
  37. 37. Daily schedule Service providerProcess Improvement Consulting© 2011
  38. 38. SELF ALIGNMENT Marty’s story case study SYNDICATE GROUPS - GIVE OUT CASE STUDY NOWProcess Improvement Consulting© 2011
  39. 39. SELF ALIGNMENT 1. WHY WAS MARTY AT HIS BEST AT THIS SEEMING COMMON JOB? 2. WHY WAS HE DIFFERENT FROM HIS OTHER COLLEAGUES? 3. WRITE DOWN NAMES OF YOUR BRANCH STAFF THAT NEED TO BE LIKE MARTY. WHY DO YOU SAY SO? 4. LIST ALL THE THINGS AROUND MARTY THAT COULD HAVE MADE SERVING THE CUSTOMERS A FRUSTRATING EXPERIENCE? 5. WHAT WILL YOU DO TO HELP THEM THIS QTR?Process Improvement Consulting© 2011
  40. 40. SELF ALIGNMENT LESSONS FROM MARTY Marty could have spent 20 years being miserable and thinking he didnt get paid to serve high-fives. Put yourself in the shoes of your customer. The customer is a human being, a person with a rent to pay, kids to feed, a spouse, a mother, a father. A person with feelings just like you. Marty could choose to think that his job is about working with a bunch of noisy, four-wheeled pollutants, that the line of cars coming toward him is just a never-ending machine. He chooses to focus on the people within the cars; they are his customers. He recognizes their frustrations with the tollbooth: They have to pay money to slow down! Marty has worked out that the best way to serve his customers is to make it worthwhile for them to slow down even look forward to going through. His business proposition is that 40 cents is a small price to pay for the feel-good attitude he gives out. If you could talk with Marty, you would feel his self-worth. Hes taken a job and upgraded it. He likes it and the customers like it. Its a win-win situation.Process Improvement Consulting© 2011
  41. 41. CLICK ME 4. THEY CHANGE PARADIGMSo GET EVERYBODY FOCUSING ON THE MISSION AND LIVING IT OUT DAILYo DAILY STAND-UP ONE ITEM-AGENDA MEETINGS Process Improvement Consulting
  42. 42. MANAGING FOR SERVICE PARADIGMSo SERVICE IS THE NEW STANDARD BY WHICH CUSTOMERS JUDGE PERFORMANCEo THE ONLY JOB SECURITY IS SATISFIED CUSTOERSo GENERATE IDEAS FOR IMPROVING SERVICE BOUNDARY-LESSLY o LOOK EVERYWHERE EVERYDAY FOR A BETTER WAY o OUT THINK, OUT EXECUTE DAY IN DAY OUT o SPEND 205 OF YOUR TIME INTERACTING WITH CUSTOMERS o SPEND 50% OR ORE OF YOUR TIME ON PEOPLE ISSUES Process Improvement Consulting
  43. 43. The new business of Paradigms - movie Process Improvement Consulting
  44. 44. NEW PARADIGM MOVIE SYNDICATE WORK1. List all old service delivery leadership paradigms2. List all new service delivery leadership paradigms required to deliver the mission Process Improvement Consulting
  45. 45. LIST ALL THAT MAKES SERVING THE CUSTOMER A FRUSTRATING EXPERIENCE SOMETIMES?Process Improvement Consulting© 2011
  46. 46. Getting improvement ideas from people Harness the wisdom and motivation of first- line employees Drive improvements in your branch Active supervision and management support and encouragement with regard to improvement suggestions made on the shopfloor is critical for the success.
  47. 47. GoalsFor: To realise business objectives Continuous improvement Innovation “Two heads (thinking about a problem or improvement) are better than one” Motivation (people are involved and their ideas are listened to)
  48. 48. Importance of Supervision and Team Activity“In world class companies 80% of the workforce is involved in problem solving groups“ Cardiff Business School
  49. 49. Improvement Ideas Get ideas Record ideas Evaluate Give ideasrecognition/ reward Provide support for implementing Measure ideas impact of ideas
  50. 50. Promoting Suggestions and Ideas Weekly Service themes Respond Ask constantly quickly to“What makes your work suggestionsdifficult and how can we and ideas make it easier?” Observe work and suggest ways to make it easier Listen very Avoid criticism carefully Provide of ideas – build implementation on them means and support
  51. 51. Idea GeneratorProblem Problem Improvement Improvement Cards Cards Cards Cards
  52. 52. Idea GeneratorOther things: Topic: Topic: Topic:
  53. 53. Idea Generator
  54. 54. Idea GeneratorEmployees Solve Problems Systematically Leaders Solve Difficult Problems Our Idea Generator Process Application  Monday : Introduction  Used in office and production  Tuesday : Brainstorming „Our  More than 1000 improvements Problems“ generated per year  Wednesday : Brainstorming „Our  Motivation through ownership Improvement-Ideas“  Investigate reward system for  Thursday : Allocate responsibility results  Friday : Put difficult cards at back and move mobile to next group in same department
  55. 55. 5. They understand how to link Vision & Strategy to Personal Objectives VISION What we want to be STRATEGY Our game plan SCORECARD Translate, Focus and Align TRANSFORMATION OBJECTIVES What we must improve PERSONAL OBJECTIVES What I need to do STRATEGIC OUTCOMES Satisfied Delighted Efficient and Effective Motivated & Prepared SHAREHOLDERS CUSTOMERS PROCESSES WORKFORCE Process Improvement Consulting
  56. 56. 6. THEY GIVE NOT TAKE Click me o They show others how to serve o They prove that when I serve, we both win Process Improvement Consulting
  57. 57. PEOPLE ATTITUDESERVICE NOT A PRIORITY AT THIS LEVELSERVICE AUDITSASK EMPLOYEES WHAT CUSTOMERS THINK ANS ARE SAYINGTEACH EMPLOYEES AT DAILY MEETINGSSOLVE THEIR SOLVABLE PROBLEMSProcess Improvement Consulting© 2011
  58. 58. PEOPLE ATTITUDEi. FRIENDLINESS…A HELPFUL SMILE AT EVERY TOUCH POINT i. EYE CONTACT ii. SMILE, WELCOME & EXIT GREETIN iii. USE CUSTOMER NAME IF KNOWM iv. ANSWER QUESTIONS 7 OBTAIN ANSWERS QUICKLY v. HURRY vi. TALK & ACT IN AN ETHUSIASTIC SINCERE PERSONAL WAY vii. GIVE THE CUSTOMER TOTAL ATTENTION – NEVER ACT IMPATIENTLY AS IF YOU WANT CUSTOMER TO GO viii. SPEAK IN A FRIENDLY MANNER. MAKE FRIENDLY COMMENTS ix. OFFER UNSOLICITED HELP x. MAKE POSITIVE PARTING COMMENTSProcess Improvement Consulting© 2011
  59. 59. 7. THEY FOCUS ON MANAGING TOUCH POINTS & TRAINING OTHERS TO DO SAME Click meo NO. OF EMPLOYEES ONE CUSTOMER INTERACTS WITH IN ONE VISIT = 5?o HOW MANY CUSTOMERS GO THROUGH YOUR BRANCH DAILY = 1000?o MOMENTS OF TRUTHS = 5000 DAILY!!! Process Improvement Consulting
  60. 60. 8. THEY FOCUS ON IDENTIFYING & ELIMINATING WASTE Eliminating Waste Anything not value adding is waste (muda).
  61. 61. Objectives Explain the importance of eliminating waste Understand and be able to identify wasteful human activities in the branch Benchmark your company against world-class practices relating to elimination of wasteful human activities Train your people to recognize, measure and eliminate wasteful human activities
  62. 62. Essential Message The essence of this idea is that a positive attitude towards the identification and elimination of waste be created on the shop floor. The methodology entails a bottom-up participative approach recognizing eliminating material human activities as improvement opportunities
  63. 63. PhilosophyAnything that does not add value is waste (Muda)In other words, anything that a customer pays forbut which does not add value to the productbought, is waste
  64. 64. CLICK ME Philosophy The Seven Wastes SEVEN WASTES EXAMPLES OF WASTE Waiting by the entrance door Waiting Time Waiting inside the banking hall, waiting for documents to be photocopied Waiting in line for the ATM Processes too far apart Motion Going to photocopy elsewhere Over Production Call over arrears in branches Too many forms to be filled out Processing Defective / poorly maintained equipment – running at lower speed Reworking already done work Defects Errors on statements Carrying files from place to place Transportation Things moved too many times and too far Wasted space Inventory Obsolete items
  65. 65. PhilosophyWaiting and Motion Waste (two of the 7 wastes) Too many Multiple phone handling calls Walking to Searchingnext machine Wastefull human activity Waiting for Unfocused material meetings Watching / Waiting at monitoring breakdowns
  66. 66. Learning Application List the types of wastes (muda) present in your branch. Classify it into different categories (also value adding and non-value adding) and make an estimation of the percentage of time spent on each category. Present the results indicating the 3 biggest opportunities for reducing / eliminating waste.
  67. 67. Work Sampling Route of Work Sampling * * * * * * * * ** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
  68. 68. 10. They maintain discipline Workplace DisciplineRequirements to make the workplace more effective
  69. 69. Objectives Explain the importance of time control and commitment Train and motivate your team Develop an action plan to implement
  70. 70. Essential Message the creation of a positive work atmosphere good work order a high level of commitment in the workplace self discipline
  71. 71. Value Adding Work Habits - 4DDiscipline Dedication Determination Desire
  72. 72. Morning Meeting Sample Agenda for Morning Meeting  Particular problems that have arisen, Agenda their solution or planned action to1. What did resolve themcustomers say  Achievements of team membersyesterdayabout service?  Social events, birthdays, weddings, births, etc.
  73. 73. MY NAME IS YOUR POTENTIAL I AM ALL THAT YOU CAN BE, BUT HAVE NOT YET BECOME. I AM ALL THAT YOU CAN DO, BUT HAVE NOT YET DONE.I WAS BORN THE DAY YOU WERE BORN, BUT YOU DID NOT KNOW ME. RATHER, YOU’VE ALWAYS KNOWN MY TWIN BROTHER. HIS NAME IS “YOUR LIMITATION”, AND HOW I HATE HIM SO Process Improvement Consulting
  74. 74. HE SAYS YOU CANNOT DO ALL THAT I KNOW YOU CAN DO. HESAYS YOU CANNOT BE ALL THAT I KNOW YOU CAN BE. BUT IFYOU ONLY PUT THE LIGHT ON ME, YOU WILL FIND THAT YOUR LIMITATION IS ONLY MY SHADOW; AND THE BRIGHTER THE LIGHT YOU PLACE ON ME, THE FASTER HE DISAPPEARS. Process Improvement Consulting
  75. 75. AND IF YOU’LL PERMIT ME TO INTRODUCE MYSELF, MY NAME IS YOUR POTENTIAL; AND WITH ME IS ALL THE SUCCESS AND GREATNESS YOU’VE ALWAYS DREAMT OF. MY MISSION IS TO ENSURE THAT YOU BECOME ALL YOU WERE MEANT TOBE, TO ASSIST YOU DO ALL THAT YOU WERE CREATED TO DO, SO THAT YOU CAN HAVE EVERYTHING YOU WERE DESIGNED TO HAVE. Process Improvement Consulting
  76. 76. AND IF YOU LET ME SHINE THROUGH,THE 1ST BANK WORLD WILL SOON DISCOVER THE TRUE YOU Process Improvement Consulting
  77. 77. POTENTIAL- LIMITATION = CURRENT PERFORMANCEProcess Improvement Consulting
  78. 78. Process Improvement Consulting© MODULE 2 Leading service delivery in the branch or from touch pointsProcess Improvement Consulting
  79. 79. MODULE 2 Learning Objectives – 1hr After completing this module, you should be able to:  Design services that create positive customer experience  Understand how to do service blue printing  Understand the elements and psychology of waiting  Understand the principles of service redesign  Understand in a deeper sense the role of people as solutions providers  Understand how to transform current groups into an aligned high performing team  Understand how to engage the customer in service or transaction encounters  Define customer service and describe its contributions to first bank’s success.  Understand the relationship between service and experience  Explain what customer experience is and know how to map his journey to and through the touch points Process Improvement Consulting
  80. 80. CUSTOMER EXPERIENCEUser Experience is the Perceived sum of Allinteractions, both positive and negative, that acustomer / user has with a product or service (brand).To ensure a (mostly) positive outcome, the experience must be crafted strategically and with intent. Process Improvement Consulting
  81. 81. Customer experiences-are all about people Process Improvement Consulting
  82. 82. Process Improvement Consulting
  83. 83. Process Improvement Consulting
  84. 84. Process Improvement Consulting
  85. 85. An experience is amemorable event - Process Improvement Consulting
  86. 86. An experience is a MAagIcMoment -Process Improvement Consulting
  87. 87. MiseryMoments - unthought-of Process Improvement Consulting
  88. 88. What is CUSTOMER EXPERIENCE Improvement Consulting© LGProcess Improvement Consulting
  89. 89. Process Improvement Consulting© What is CUSTOMER EXPERIENCE SOUTHEWESTProcess Improvement Consulting
  90. 90. Process Improvement Consulting© What is CUSTOMER EXPERIENCEProcess Improvement APPLE Consulting
  91. 91. Process Improvement Consulting© What is CUSTOMER EXPERIENCE FACEBOOKProcess Improvement Consulting
  92. 92. Process Improvement Consulting© What is CUSTOMER EXPERIENCEProcess Improvement HARLEY DAVISON Consulting
  93. 93. Process Improvement Consulting© What is CUSTOMER EXPERIENCEProcess Improvement Consulting
  94. 94. Process Improvement Consulting© CLICK MEMake YOUR BRANCHTHE ONLY BANK in the Area Process Improvement Consulting
  95. 95. Concept of Customer Traditional Mindset About the CustomerTWO VIEWS:i. The view of Managing the customers experience vs.ii. The view of Doing things• Things are easier to deal with than humans as they are predictable, replaceable, and controllable:• Processing the customer• Transaction processing
  96. 96. Concept of Customer Traditional Mindset About the CustomerThe "doing things" mindset views the customer as a nuisance.There exists a powerful tendency in many organizations to mechanize,Depersonalize and dehumanize the service delivery process.There is little patience with customers‘ quirks, peculiarities, variabilityAnd their need for uniqueness.
  97. 97. Concept of Customer Traditional Mindset About the Customer• Tendency to focus attention on "what we do" rather than on the customer who benefits from "what we do”• BIGGEST PROBLEM IN SERVICE INDUSTRY: Loss of focus on the customer as a "human being"• Objectives should be to "customerize" our services and aim for zero "defections"
  98. 98. The Service StructureCreating a Service Strategy Through Customer Research CUSTOMER SERVICE ENCOUNTER SYSTEMS (MOMENTS OF TRUTH) DEFINE DIRECT CONTACT WITH CUSTOMERS SERVICE DELIVERY SYSTEMS (PROCESSES AND SUPPORT SYSTEMS) DELIVER THE SERVICE SERVICE PACKAGE (PRODUCTS, SERVICES, EXPERIENCES OFFERED) DEFINE THE ORDER SERVICE STRATEGY (VISION, MISSION & VALUES) DEFINE THE BUSINESS
  99. 99. Creating a Service Strategy Through Customer Research• We must learn what factors the customer values most of all and discover any unexploited opportunities to add value to the experience• A hierarchy of customer value exists with four levels:• Basic - The absolutely essential attributes of the experience• Expected - The associated attributes of the experience that the customer has come to take for granted as part of general business practices• Desired - Attributes the customer doesnt necessarily expect, but knows about and appreciates if the experience includes them• Unanticipated - "Surprise" attributes that add value for the customers beyond typical desires or expectations• You have to perform well on the basic and expected levels just to stay in the game
  100. 100. Defining the Service PackageThere are seven critical components for a "general" customer service package.Environmental - The physical setting in which the customer experiences the product orservice• Aesthetic - the direct sensory experience, if any, that the customer encounters• Interpersonal - The interactions the customer has with employees. This dimension includes timeliness, courtesy, helpfulness, and apparent competence at handling certain tasks• Procedural - The procedures you ask the customer to go through in doing business with you. This may include waiting, explaining, filling out forms, and being subjected to other manipulations or treatments• Informational - The aspects of the customer experience that involve getting the information needed to function as a customer
  101. 101. Defining the Service Package• Deliverable - Anything the customer physically takes custody of during the service experience, even if only temporarily• Financial - What and how the customer pays for the total experience• To distinguish yourself, you must reliably and consistently offer something extra, an added value, to distinguish your style of doing business and attract business away from your competitors• Preplanned• Spontaneous
  102. 102. MANAGING TOUCH POINTSo NO. OF EMPLOYEES ONE CUSTOMER INTERACTS WITH IN ONE VISIT = 5?o HOW MANY CUSTOMERS GO THROUGH YOUR BRANCH DAILY = 1000?o MOMENTS OF TRUTHS = 5000 DAILY!!! Process Improvement Consulting
  103. 103. Service Delivery is along the value chain THE BRANCH CUSTOMER JOURNEY MAP PARKING LOT ATMs SECURITY MEN ENCOUNTERS SECURITY DOOR ENCOUNTER INTERIOR AESTHETICS QUEUING AND WAITING FIRST IMPRESIONS THE ENCOUNTER WITH PROVIDER SERVICE REVIEW AND DISCUSSIONS CUSTOMER EXPERIENCE EXIT Process Improvement Consulting
  104. 104. Service Delivery Quality Priorities• Speed - How time-critical is this?• Personal Touch - How important is it to manage the customers state of mind?• Accuracy - How important is precision, conformance to specs, information clarity, and error prevention?• Cooperation - How important is it to dovetail with another persons task or with what the customer is doing?• Efficiency - How important is it to minimize the resource cost involved?The sequence of priorities change depending on the process. These can be used to evaluate the performance of a task or process.
  105. 105. Consolidated customer emotions- an evaluation Process Improvement Consulting
  106. 106. Customer Experience Mapping Process Improvement Consulting
  107. 107. Understanding Customers Emotional Journey Using Moment Mapping® + Exceeding emotional expectations CP CP + Enter EC Commit to EC Leave Agreed Finalize The Welcome Wait Discuss Wait The Product Transaction Bank EC Needs or Service CP Bank Failing EC emotional CP _expectations Emotional Events EC - Emotional Cookie CP - Combustion Point Process Improvement Consulting
  108. 108. Creating experiences along the service value chain Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit o n+ * * * * *- * * * * * * Process Improvement Consulting
  109. 109. Creating experiences along the service value chain Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit o n+ * *- * Process Improvement Consulting
  110. 110. Process Improvement Consulting© Language Engineering Every. Word. Counts. HOW DO YOUR PEOPLE COMMUNICATE WITH CUSTOMERS?Marketing campaigns language Vs. service provider conversations face-to- face with customers. CLICK MEProcess Improvement Consulting© 2009
  111. 111. Process Improvement Consulting© Language Engineering Every. Word. Counts.i. Employees use words when having conversations face-to-face with customers.ii. Customers generally get their make-or-break day to day impressions of your company from these encounters.iii. And those are the impressions they spread to others.Process Improvement Consulting© 2009
  112. 112. Process Consulting© Language Engineering Every. Word. Counts.o Establish a Consistent Style of Speech at your branches.o Create a brand-appropriate style of speaking with customers at the branches.o Achieve a consistent style of service speech.Process Improvement Consulting© 2009
  113. 113. Process Improvement Consulting© Language Engineering Every. Word. Counts.o Social engineering: Systematic training of employees.o Your people are speaking with customers today, much the way they speak in their own homes.o You have to train them in a different language style.Process Improvement Consulting© 2009
  114. 114. Process Consulting© Language Engineering Every. Word. Counts.Study the language that works best with your own customers,and identify harmful phrases that should be avoidedBad: ‘‘You owe . . .’’Good: ‘‘Our records show a balance of . . .’’Bad: ‘‘You need to . . .’’ (This makes some customers think:‘‘I don’t need to do jack, buddy—I’m your customer!’’)Good: ‘‘We find it usually works best when . . .’’Process Improvement Consulting© 2009
  115. 115. thank youProcess Improvement Consulting

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