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Deligh'ng
Your
Internal

      Customers

       Prof.
Rene
T.
Domingo

   Asian
Ins3tute
of
Management

            rtd@aim.edu

        www.rtdonline.com

“GOING THE EXTRA MILE”
7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower


3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower


3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

EXTERNAL CUSTOMERS    voc 


          1 
                        INTERNAL CUSTOMER 

     2 
                    INTERNAL CUSTOMER 
3 
                INTERNAL CUSTOMER 


                SUPPLIERS 
+               =
        +

backoffice       frontline       customer
“The lowest bidder wins.”




                 Prof. Rene T. Domingo
                  www.rtdonline.com
7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower

3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

THREE CARPENTERS

 BORED CARPENTER
 "I'm hammering a nail."


INDIFFERENT CARPENTER
"I'm making a door."


HAPPY CARPENTER
"I'm building a church."
BORED NURSE
 "I'm following the doctor’s orders."

        INDIFFERENT NURSE
"I'm treating a patient in room 453."

         HAPPY NURSE
  "I'm saving a precious life."
THREE SEMICON ASSEMBLERS


     BORED WORKER
      "I'm soldering."


 INDIFFERENT WORKER
   "I'm making a chip."


    HAPPY WORKER
"I make planes fly safely."
The Ritz‐Carlton Twenty Basics 
1.
The
Credo
is
the
principle
belief
of
our
Company.
It
must
be
known,
owned
and
energized
by
all.


2.
Our
MoMo
is
'We
are
ladies
and
gentlemen
serving
ladies
and
gentlemen.
As
service
professionals,
we
treat
our
guests
and
each
other
with
respect
and
dignity.


3.
The
Three
Steps
of
Service
are
the
founda'on
of
Ritz
Carlton
hospitality.
These
steps
must
be
used
in
every
interac'on
to
ensure
sa'sfac'on,
reten'on
and
loyalty.


4.
The
Employee
Promise
is
the
basis
for
our
Ritz‐Carlton
work
environment.
It
will
be
honored
by
all
employees.


5.
All
employees
will
successfully
complete
annual
Training
Cer'fica'on
for
the
posi'on.


6.
Company
objec'ves
are
communicated
to
all
employees.
It
is
everyone's
responsibility
to
support
them.


7.
To
create
pride
and
joy
in
the
workplace,
all
employees
have
the
right
to
be
involved
in
the
planning
of
the
work
that
affects
them.


8.
Each
employee
will
con'nuously
iden'fy
defects
(M.R.
B.I.V.)
throughout
the
hotel.


9.
It
is
the
responsibility
of
each
employee
to
create
a
work
environment
of
teamwork
and
lateral
service
so
that
the
needs
of
our
guests
and
each
other
are
met.



10.
Each
employee
is
empowered.
For
example,
when
a
guest
has
a
problem
or

needs
something
special
you
should
break
away
from
your
regular
du'es,
address

and
resolve
the
issue.


11.
Uncompromising
levels
of
cleanliness
are
the
responsibility
of
every
employee.


12.
To
provide
the
finest
personal
service
for
our
guests,
each
employee
is
responsible
for
iden'fying
and
recording
individual
guest
preferences.



13.
Never
lose
a
guest.
Instant
guest
pacifica'on
is
the
responsibility
of
each

employee.
Whoever
receives
a
complaint
will
own
it,
resolve
it
to
the
guest's

sa'sfac'on
and
record
it.


14.
"Smile
‐
We
Are
On
Stage"
Always
maintain
posi've
eye
contact.
Use
the
proper
vocabulary
with
our
guests
and
each
other.
(Use
words
like
'Good
Morning',
'Certainly',
"I'll
be
happy
to"

and
'My
Pleasure'.)


15.
Be
an
ambassador
of
your
Hotel
in
and
outside
of
the
workplace.
Always
speak
posi'vely.
Communicate
any
concerns
to
the
appropriate
person.


16.
Escort
guests
rather
than
poin'ng
out
direc'ons
to
another
area
of
the
Hotel.


17.
Use
Ritz‐Carlton
telephone
eequeMe.
Answer
within
three
rings
and
with
a
"smile".
Use
the
guest's
name
when
possible.
When
necessary,
ask
the
caller,
"May
I
place
you
on
hold?"
Do

not
screen
calls.
Eliminate
call
tranfers
whenever
possible.
Adhere
to
voice
mail
standards.


18.
Take
pride
in
and
care
of
your
personal
appearance.
Everyone
is
responsible
to
convey
a
professional
image
by
adhereing
to
Ritz‐Carlton
clothing
and
grooming
standards.


19.
Think
safety
first.
Each
employee
is
responsible
for
crea'ng
a
safe,
secure
and
accident
free
environment
for
all
guests
and
each
other.
Be
aware
of
all
fire
and
safety
emergency

procedures
and
report
any
security
risks
immediately.


20.
Protec'ng
the
assets
fo
a
Ritz‐Carlton
hotel
is
the
responsibility
of
every
employee.
Conserve
energy,
properly
maintain
our
hotels
and
protect
the
environment.


JIDOKA
–
“Smart
Automa'on”




line stop with
“andon cord”
7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower

3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

“80% of quality problems are caused by
management, and 20% by workers. ”
                        W.
Edwards
Deming

                        1900‐1993

7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower

3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

UNDERSTAFFED
WEEKENDS





“Pa'ents
with
some
serious
medical
condi'ons
are
more
likely
to
die
in
the

hospital
if
they
are
admiMed
on
a
weekend
than
if
they
are
admiMed
on
a

weekday.”



                           “Mortality
among
Pa'ents
AdmiMed
to
Hospitals
on
Weekends
as

                           Compared
with
Weekdays”,
Bell
et
all,
NEJM
Aug.
30,
2001

In
all
sectors
of
pa'ent
care
delivery,
nurses
complain
about
the
amount
and
complexity

of
paperwork
that
has
resulted
from
a
mul'tude
of
ac'ons
by
regulatory
bodies
and
the

reimbursement
industry.
Nurses
find
they
are
spending
more
'me

with
paper
than
with
pa'ents.
This
dissa'sfies
nurses
who
want
to
have

interac'on
with
pa'ents
and
families
and
may
contribute
to
nurses
leaving
direct
care

posi'ons,
par'cularly
in
acute
care
seengs.





                                                 November
2006
Publica'on
No.
25‐12505,
Center
for
Health
Sta's'cs,
Health

                                                 Professions
Resource
Center,
Texas
Center
for
Nursing
Workforce
Studies,

                                                 Statewide
Health
Coordina'ng
Council

7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower

3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

Ingram Micro has an 800 number for employees to
call the CEO directly (he’s the only one who will
answer).
7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower

3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit


                   
                




                                        

                    
               
        

    





                                        


                                    
        




        
       
       
   

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
7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower

3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

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
7
Deadly
Sins
of
Internal
Customer
Service


1.  no
internal
customer
culture

2.  failure
to
empower


3.  blaming
culture

4.  overworking,
understaffing

5.  no
direct
access
to
management

6.  only
hard
benefits

7.  failure
to
sa'sfy
the
spirit

Deligh'ng
Your
Internal

      Customers

       Prof.
Rene
T.
Domingo

   Asian
Ins3tute
of
Management

            rtd@aim.edu

        www.rtdonline.com


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Happy at work delighting your internal customers rene domingo