Improving Your Strategic Focus & Performance Dan RyanSteven Bonacorsi
This document summarizes a presentation given by Dan Ryan of Veolia Water about how they used the Balanced Scorecard methodology to improve strategic focus and performance. [1] Veolia Water introduced a new CEO in 2008 who had experience using the Balanced Scorecard and sought to implement a winning strategy based on strategic alignment. [2] Veolia Water worked with a consultant to develop their Balanced Scorecard, including creating a mission, vision, objectives and key performance indicators. [3] The Balanced Scorecard helped boost performance, increase focus on strategy and results, and better allocate resources.
This document contains 23 sets of video references related to Lean Six Sigma. Each set contains 10-15 video links on topics like the Define, Measure, Analyze, Improve and Control phases of Lean Six Sigma projects. The videos are from sources like Gemba Academy, SigmaXL, i-nexus and others. The document provides the video titles, descriptions and links to share or join related LinkedIn groups.
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists, key deliverables, and success criteria for the Define, Measure, Analyze, Improve, and Control phases. Videos and additional resources are referenced to help teams apply tools and techniques to successfully complete projects. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates to obtain approval to proceed to the next phase.
The document outlines the control phase tools and activities in a Lean Six Sigma project. It includes reviewing project documentation and metrics, developing standard operating procedures and controls, implementing and monitoring the solution, confirming goals are met, identifying opportunities for replication, and transitioning the project to the process owner. Key steps are developing a control plan to monitor processes and respond to variation, updating failure modes and effects analysis, and communicating project results and benefits.
Improving Your Strategic Focus & Performance Dan RyanSteven Bonacorsi
This document summarizes a presentation given by Dan Ryan of Veolia Water about how they used the Balanced Scorecard methodology to improve strategic focus and performance. [1] Veolia Water introduced a new CEO in 2008 who had experience using the Balanced Scorecard and sought to implement a winning strategy based on strategic alignment. [2] Veolia Water worked with a consultant to develop their Balanced Scorecard, including creating a mission, vision, objectives and key performance indicators. [3] The Balanced Scorecard helped boost performance, increase focus on strategy and results, and better allocate resources.
This document contains 23 sets of video references related to Lean Six Sigma. Each set contains 10-15 video links on topics like the Define, Measure, Analyze, Improve and Control phases of Lean Six Sigma projects. The videos are from sources like Gemba Academy, SigmaXL, i-nexus and others. The document provides the video titles, descriptions and links to share or join related LinkedIn groups.
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists, key deliverables, and success criteria for the Define, Measure, Analyze, Improve, and Control phases. Videos and additional resources are referenced to help teams apply tools and techniques to successfully complete projects. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates to obtain approval to proceed to the next phase.
The document outlines the control phase tools and activities in a Lean Six Sigma project. It includes reviewing project documentation and metrics, developing standard operating procedures and controls, implementing and monitoring the solution, confirming goals are met, identifying opportunities for replication, and transitioning the project to the process owner. Key steps are developing a control plan to monitor processes and respond to variation, updating failure modes and effects analysis, and communicating project results and benefits.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, collecting baseline data, analyzing process capability, and identifying quick wins. Tools mentioned include value stream mapping, data collection planning, basic statistics, process capability analysis, control charts, and cause-and-effect diagrams. The document provides guidance on documenting measurements, operational definitions, measurement systems analysis, and documenting quick wins.
The document summarizes the Analyze phase of a Lean Six Sigma project. It lists the tools and activities used in Analyze such as value stream mapping, root cause analysis, hypothesis testing, and prioritizing sources of waste. Graphs and examples are provided to illustrate how some of the tools are applied. The next steps outlined are to identify root causes, confirm the relationship between causes and outputs, estimate the impact of causes, and prioritize the root causes to address in the Improve phase.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
The document defines the Define phase of a Lean Six Sigma project. It includes templates for key Define activities like developing a project charter, scope statement, voice of the customer, SIPOC diagram, CTQ tree, schedule, business case, communication plan, current status report, issue log, and sign-off sheet. The Define phase establishes the foundation for a project by understanding the problem, customers, processes, metrics and goals.
DMAIC and DMADV are two Six Sigma methodologies used for process improvement. DMAIC is used for existing processes that need incremental improvement, following the define, measure, analyze, improve, control steps. DMADV is used to develop new processes or products at Six Sigma quality levels, following the define, measure, analyze, design, verify steps. Both methods are data-driven and aim to reduce defects. DMAIC focuses on improving current processes, while DMADV focuses on designing new processes from the start to meet Six Sigma standards.
Effective Communication for successful working and personal relationships Simon Misiewicz
Optimise-GB provides you with a presentation on effective communication for successful working and personal relationships. Have you ever been in a situation where you simply cannot get through to the person you are talking with or you get a sense that the person talking to you has not explained themselves very well? This presentation takes you through the forms of sending communication to others and receiving communication. This presentation also go through the process of conflict resolution. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
If you are having writers block when generating / creating ideas for you, your business, career path, investment opportunity then this “creating and evaluating ideas” tool is for you. It is simple in design and should help you generate ideas freely without judgement or criticism to get your creative juices flowing. Once you have identified many creative ideas, this tool will help you evaluate them, one by one, against your objectives.
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The document discusses the benefits of using contract staffing from The Beneva Group for Lean Six Sigma projects. It states that contract professionals can provide flexibility and expertise to quickly solve challenges. They can fill temporary openings and provide specialized skills. The benefits include speed in acquiring needed skills, a talented pool of contract workers, ensuring projects are on time and on budget, flexibility in assignment lengths, and trust due to recruiter experience and training. The Beneva Group aims to be a customized solution for contract staffing needs.
A proven way to maximize the achievement of strategic goalsSteven Bonacorsi
Many organizations have a strategic plan. Sadly, whilst almost all these organizations will invest significant amount of leadership effort in defining and deploying their strategy, only a fraction of them will get the results they hoped for. However, there is a proven way that guarantees the achievement of strategic goals
How and why to use strategy execution technology to deploy your 5 sSteven Bonacorsi
i-nexus software allows users to easily deploy and execute strategy and 5S projects through a centralized system with automated workflows and reporting. Key benefits include housing all projects in a single source, linking projects to overall strategy, assigning owners with deadline notifications, automatically generating PDF reports for leadership, and providing online access to data with security protocols. The document recommends watching overview videos on how i-nexus can help with 5S deployment and requests a demo of the strategy execution software.
St John is the largest primary care provider in New Zealand and provides emergency ambulance service to nearly 90% of New Zealanders. They also provide a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health
division. St John has contact with over one million New Zealanders a year.
The Telecare division is charged with installing thousands of medical alarms in the homes of clients who have a diverse range of medical and other needs across the country. It then
monitors the alarm through a 24-hour telephone service staffed by consultants who triage distress calls to ensure an appropriate response.
Toyota Financial Services Corporation, the finance division of Toyota Motor Corporation in Japan, provides vehicle finance and leasing for individuals and business across 32 countries. Since 2001 their mission has been to: "Improve processes throughout the global network of sales finance companies by promoting a culture of best practices in the spirit of the Toyota Way."
Taupo District Council has three main towns, Taupo, Turangi and Mangakino.Population is 32,500 (Taupo town 22,000). Taupo town is nestled on the shores of Great Lake Taupo from which the mighty Waikato River flows.
SAI Global provides risk management and compliance services globally. They implemented Promapp to standardize processes across their 1000+ employees in offices worldwide. Promapp provided a single system to manage SAI Global's 260 processes consistently. It streamlined processes between countries and gave ownership back to business units. SAI Global now has 650 Promapp users and the system is reducing training times for new employees.
From small beginnings in 1954, McDonald's has grown to more than 30,000 restaurants in more than 120 countries on six continents. Every day, meals are served to more than 50 million people worldwide.
Genesis Energy is a NZ-state-owned generator and retailer of electricity, gas and LPG to commercial and residential customers. It is NZ’s largest energy retailer with 670,000 customers.
Genesis Energy owns thermal, hydro and wind farm generation sites mostly on the North Island, with some hydro sites on the South.
Genesis Energy is a multi-site operation (Auckland, Huntly and Hamilton) with 950 permanent staff, and short-term and long-term contracts taking it to 1000 employees.
Genesis Energy first used Promapp in 2009 in its Contact Centre. It has since been rolled out into the trading and wholesale operations, health & safety and the IT department.
Christchurch Airport is New Zealand’s second largest airport, welcoming over 5.7 million passengers a year. In a unique
position to the world's trade and tourism markets, the airport is a major driver of the regional C anterbury economy.
Christchurch Airport is owned and operated by Christchurch International Airport Limited (CIAL), ownership of which
is shared by C hristchurch C ity Holdings Limited (75%) and the New Zealand Government (25%).
Mildura Rural City Council is the local government organisation that represents and serves approximately 51,000 people who reside in or own land within Mildura Rural City. Located in North West Victoria, the municipality covers an area of 22,330 square kilometres.
In a world overflowing with products, packaging is big business. Colorpak, and their sub-business BrandPack, design, print
and manufacture cardboard cartons and packaging for a wide range of consumer products - from beer, to chocolate, to
paracetamol tablets.
The packaging industry is ultra competitive, with big brand clients expecting extremely high levels of quality and great service. Colorpak had a great product range, but they were looking for a better way to manage risk and deal with incidents as they arose. They were implementing a new ERP system and also wanted to improve customer service and increase staff engagement. That’s where Promapp came in.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, collecting baseline data, analyzing process capability, and identifying quick wins. Tools mentioned include value stream mapping, data collection planning, basic statistics, process capability analysis, control charts, and cause-and-effect diagrams. The document provides guidance on documenting measurements, operational definitions, measurement systems analysis, and documenting quick wins.
The document summarizes the Analyze phase of a Lean Six Sigma project. It lists the tools and activities used in Analyze such as value stream mapping, root cause analysis, hypothesis testing, and prioritizing sources of waste. Graphs and examples are provided to illustrate how some of the tools are applied. The next steps outlined are to identify root causes, confirm the relationship between causes and outputs, estimate the impact of causes, and prioritize the root causes to address in the Improve phase.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
The document defines the Define phase of a Lean Six Sigma project. It includes templates for key Define activities like developing a project charter, scope statement, voice of the customer, SIPOC diagram, CTQ tree, schedule, business case, communication plan, current status report, issue log, and sign-off sheet. The Define phase establishes the foundation for a project by understanding the problem, customers, processes, metrics and goals.
DMAIC and DMADV are two Six Sigma methodologies used for process improvement. DMAIC is used for existing processes that need incremental improvement, following the define, measure, analyze, improve, control steps. DMADV is used to develop new processes or products at Six Sigma quality levels, following the define, measure, analyze, design, verify steps. Both methods are data-driven and aim to reduce defects. DMAIC focuses on improving current processes, while DMADV focuses on designing new processes from the start to meet Six Sigma standards.
Effective Communication for successful working and personal relationships Simon Misiewicz
Optimise-GB provides you with a presentation on effective communication for successful working and personal relationships. Have you ever been in a situation where you simply cannot get through to the person you are talking with or you get a sense that the person talking to you has not explained themselves very well? This presentation takes you through the forms of sending communication to others and receiving communication. This presentation also go through the process of conflict resolution. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
If you are having writers block when generating / creating ideas for you, your business, career path, investment opportunity then this “creating and evaluating ideas” tool is for you. It is simple in design and should help you generate ideas freely without judgement or criticism to get your creative juices flowing. Once you have identified many creative ideas, this tool will help you evaluate them, one by one, against your objectives.
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The document discusses the benefits of using contract staffing from The Beneva Group for Lean Six Sigma projects. It states that contract professionals can provide flexibility and expertise to quickly solve challenges. They can fill temporary openings and provide specialized skills. The benefits include speed in acquiring needed skills, a talented pool of contract workers, ensuring projects are on time and on budget, flexibility in assignment lengths, and trust due to recruiter experience and training. The Beneva Group aims to be a customized solution for contract staffing needs.
A proven way to maximize the achievement of strategic goalsSteven Bonacorsi
Many organizations have a strategic plan. Sadly, whilst almost all these organizations will invest significant amount of leadership effort in defining and deploying their strategy, only a fraction of them will get the results they hoped for. However, there is a proven way that guarantees the achievement of strategic goals
How and why to use strategy execution technology to deploy your 5 sSteven Bonacorsi
i-nexus software allows users to easily deploy and execute strategy and 5S projects through a centralized system with automated workflows and reporting. Key benefits include housing all projects in a single source, linking projects to overall strategy, assigning owners with deadline notifications, automatically generating PDF reports for leadership, and providing online access to data with security protocols. The document recommends watching overview videos on how i-nexus can help with 5S deployment and requests a demo of the strategy execution software.
St John is the largest primary care provider in New Zealand and provides emergency ambulance service to nearly 90% of New Zealanders. They also provide a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health
division. St John has contact with over one million New Zealanders a year.
The Telecare division is charged with installing thousands of medical alarms in the homes of clients who have a diverse range of medical and other needs across the country. It then
monitors the alarm through a 24-hour telephone service staffed by consultants who triage distress calls to ensure an appropriate response.
Toyota Financial Services Corporation, the finance division of Toyota Motor Corporation in Japan, provides vehicle finance and leasing for individuals and business across 32 countries. Since 2001 their mission has been to: "Improve processes throughout the global network of sales finance companies by promoting a culture of best practices in the spirit of the Toyota Way."
Taupo District Council has three main towns, Taupo, Turangi and Mangakino.Population is 32,500 (Taupo town 22,000). Taupo town is nestled on the shores of Great Lake Taupo from which the mighty Waikato River flows.
SAI Global provides risk management and compliance services globally. They implemented Promapp to standardize processes across their 1000+ employees in offices worldwide. Promapp provided a single system to manage SAI Global's 260 processes consistently. It streamlined processes between countries and gave ownership back to business units. SAI Global now has 650 Promapp users and the system is reducing training times for new employees.
From small beginnings in 1954, McDonald's has grown to more than 30,000 restaurants in more than 120 countries on six continents. Every day, meals are served to more than 50 million people worldwide.
Genesis Energy is a NZ-state-owned generator and retailer of electricity, gas and LPG to commercial and residential customers. It is NZ’s largest energy retailer with 670,000 customers.
Genesis Energy owns thermal, hydro and wind farm generation sites mostly on the North Island, with some hydro sites on the South.
Genesis Energy is a multi-site operation (Auckland, Huntly and Hamilton) with 950 permanent staff, and short-term and long-term contracts taking it to 1000 employees.
Genesis Energy first used Promapp in 2009 in its Contact Centre. It has since been rolled out into the trading and wholesale operations, health & safety and the IT department.
Christchurch Airport is New Zealand’s second largest airport, welcoming over 5.7 million passengers a year. In a unique
position to the world's trade and tourism markets, the airport is a major driver of the regional C anterbury economy.
Christchurch Airport is owned and operated by Christchurch International Airport Limited (CIAL), ownership of which
is shared by C hristchurch C ity Holdings Limited (75%) and the New Zealand Government (25%).
Mildura Rural City Council is the local government organisation that represents and serves approximately 51,000 people who reside in or own land within Mildura Rural City. Located in North West Victoria, the municipality covers an area of 22,330 square kilometres.
In a world overflowing with products, packaging is big business. Colorpak, and their sub-business BrandPack, design, print
and manufacture cardboard cartons and packaging for a wide range of consumer products - from beer, to chocolate, to
paracetamol tablets.
The packaging industry is ultra competitive, with big brand clients expecting extremely high levels of quality and great service. Colorpak had a great product range, but they were looking for a better way to manage risk and deal with incidents as they arose. They were implementing a new ERP system and also wanted to improve customer service and increase staff engagement. That’s where Promapp came in.
Nexans Olex employs more than 650 people and is Australia’s largest manufacturer of electrical power cable. It has two Victorian plants in Lilydale and Tottenham, one in New Plymouth, New Zealand.
It became part of the French-owned international Nexans group, with more than 100 plants worldwide, in 2008.
- Lumo Energy is an electricity and gas retailer based in Melbourne that supplies over 500,000 customers. They implemented Promapp to better document and improve their business processes.
- Their previous attempts at process documentation failed due to high staff turnover and a lack of process ownership. Promapp allows for centralized, collaborative process documentation and management.
- Lumo Energy grouped processes by function rather than business unit to encourage collaboration and process standardization across the organization. Strong leadership support helped drive successful implementation and engagement with Promapp.
- Using Promapp, Lumo Energy saw improved business metrics like a 44% increase in net promoter score, reduced complaints, and greater process consistency. It became a valuable tool for process documentation, management
All the documents are from the FlevyPro Library (http://flevy.com/pro/library). FlevyPro is our subscription service for business frameworks, templates, and analysis tools. We continuously add more documents to our library each month, based on subscriber requests.
Lean six sigma executive overview (case study) templatesSteven Bonacorsi
This case study describes a project to improve the average speed to answer calls at a retail business. The project team analyzed call data, identified root causes such as call type and time of day, and implemented cross-training and staffing changes. These improvements reduced customer downtime costs by $150,000 annually and increased the process sigma level. Key tools used in the project included data collection, analysis of call times, and control charts to monitor ongoing performance.
Technology Company Balanced Scorecard Systems 06222010 FinalSteven Bonacorsi
This document discusses strategy-based balanced scorecards for technology companies. It describes how a balanced scorecard can be used as a strategic planning and management system to align business strategy, measure progress, and communicate performance. The document provides an overview of key elements of developing a strategy-based balanced scorecard, including identifying strategic themes, objectives, and performance measures. It also gives examples of potential strategic objectives for a technology company, focusing on the themes of disrupting the marketplace and strengthening customer interactions.
This document discusses how organizations can build innovation into their strategy using a balanced scorecard approach. It defines two types of innovation - breakthrough innovation which creates new products/services, and sustaining innovation which improves existing offerings. A balanced scorecard looks at organizational strategy from four perspectives: financial, customer, internal processes, and organizational capacity. This allows an organization to link creative ideas with efficient processes and customer value to financial outcomes. Innovation can be a strategic theme addressed across all four perspectives. The balanced scorecard provides a framework to integrate innovation fully into strategic planning and management.
6. Our Approach to Goal-Setting
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
• Tie employees’ day-to-day activities to Comcast’s strategic
business objectives
• Provide employees with clear expectations for their job
performance
• Facilitate top performance by providing employees with tools and
resources that will help them succeed
• Establish desired outcomes Managers can use to objectively
measure and optimize employee performance
• Lay the groundwork for effective performance differentiation
between employees at the time of performance evaluation
Powering the dream
Powering the dream
7. Our Promises to Customers
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
1. We will give you a 30-day, money-back guarantee on our video,
voice or high-speed services.
2. We will always be on time within your appointment window or we'll
credit you $20 or give you a free premium channel for three
months.
3. We will resolve routine issues in one visit or we'll credit you $20 or
give you a free premium channel for three months.
4. We will treat you and your home with courtesy and respect.
5. We’re here for you, 24 hours a day, 7 days a week to answer
questions at your convenience.
6. We will offer easy-to-understand packages and provide you with a
clear bill.
7. We will continually offer the best and most video choices.
Powering the dream
Powering the dream
8. CommTech Career Progression
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
NCT6: Headend and C-RAN
Maintenance
Functional Proficient Advanced
Network CT NCT 5 is Self-
CCT5 is Posted Progression
CCT5: Complex Commercial NCT5: Optical Fiber and
Position
installations/surveys Facilities Maintenance
Functional Proficient Advanced Network CT
CCT4: Expert-level triple play NCT4 is Posted
NCT4: Coaxial and Fiber Position
Self- and Commercial installations
Progression Network Maintenance
and service
Must be at
Proficient or
Advanced to Functional Proficient Advanced
move to CCT4
CT3: Multi-Product residential and basic commercial installation and
Certify to CT3
service including Video, CDV, CHSI
in 5-months
to 18-months
CT2: Video and CHSI installations and service
Certify to CT1: Trainee/New Hire
CT2 in 90-
days
Max
Must Stay in Horizontal Level for Two Consecutive Quarters
Powering the dream
Powering the dream
9. Linking Performance to Customer Expectations
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
Customer Promise Individual KPIs Behavioral Goal
We will always be on time
within your appointment Rework Rate
window
Make it easier for the
We will resolve routine issues
Rework Rate customer to do business with
in one visit
us by providing first interaction
We will treat you and your resolution every single time
home with courtesy and
Voice of the Customer
respect
Powering the dream
Powering the dream
10. The Results…
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
• 2011 Consolidated Revenue increased 47%
• Operating Cash Flow increased 26%
• Operating Income increased 34%
• Free Cash Flow increased 30% to $7.0 Billion, with $5.2 Billion from Cable
"Last year was a very important year for our company. Cable continued to
drive innovation, increase new product introductions and transform the
customer experience, and we successfully integrated NBCUniversal. We
also reported strong financial and operating results in both the fourth quarter
and for the full year. Specifically, cable had another terrific quarter of
improving customer metrics, demonstrating that our new XFINITY brand
and our intensified focus on service and innovation are making a real
difference…”
Source: Brian L. Roberts, Chairman and Chief Executive Officer
of Comcast Corporation, 4th Quarter and Year End 2011 Results
Powering the dream
Powering the dream
11. The Employee Experience Results
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• Attrition of 10% or less
• Comcast employee engagement higher than general industry on
most fronts
• Comcast field technicians have highest ratings on annual employee
satisfaction survey:
Our strategy
Communications
Great Place to Work
Powering the dream
Powering the dream
13. Strategic Performance & Change Management Conference
November 13-15, 2012 in New Orleans, LA
View the Strategic
Performance & Change
Management program here:
http://tinyurl.com/8wxywgc
If you would like to receive the free IQPC brochure
Powering the dream
Powering the dream
directly email taryn.soltysiak@iqpc.com