While working for Kodak as a Six Sigma Black Belt, Amy Friend, and Tim Cassidy needed to help a global service organization to improve customer satisfaction with service delivery. This is the model developed to support double-digit increases in the top two box customer satisfaction.
Amy Friend is an ASQ Certified Quality Manager and Six Sigma Black Belt.
Together, Amy Friend and Tim Cassidy were able to increase global customer satisfaction by 14 points, sustained over three years. Amazingly, no travel was required.
Measure Customer and Business Feedback to Drive ImprovementTechWell
Companies often go to great lengths to collect metrics. However, even the most rigorously collected data tends to be ignored, despite the findings and potential for improving practices. Today, one metric that cannot be ignored is customer satisfaction. Customers are more than willing to share their thoughts in a manner that can impact your bottom line. Social media gives consumers a stronger voice than ever, and damage to your brand is only one tweet away. The question is: Are you listening to your customers? Paul Fratellone helps you break down current process metrics so you can build them back up with business and customer value at the forefront. With feedback on how well you are attaining your objectives, you can create a powerful action plan for change that will receive the attention it deserves. If you are serious about improving the value of your projects to the business, join this session and let the right data drive your improvement actions.
Measure Customer and Business Feedback to Drive ImprovementTechWell
Companies often go to great lengths to collect metrics. However, even the most rigorously collected data tends to be ignored, despite the findings and potential for improving practices. Today, one metric that cannot be ignored is customer satisfaction. Customers are more than willing to share their thoughts in a manner that can impact your bottom line. Social media gives consumers a stronger voice than ever, and damage to your brand is only one tweet away. The question is: Are you listening to your customers? Paul Fratellone helps you break down current process metrics so you can build them back up with business and customer value at the forefront. With feedback on how well you are attaining your objectives, you can create a powerful action plan for change that will receive the attention it deserves. If you are serious about improving the value of your projects to the business, join this session and let the right data drive your improvement actions.
Charles de Gruchy as Executive Director, La Mer Direct Marketing . He continued his work in the direct marketing industry working for L’Occitane, Estee Lauder, Toys R Us and Brooks Brothers and continues working in CRM planning.
I was hired by Eleanor Hong, VP of Marketing, to run the marketing database RFP project. The project with multiple revisions ran from late 2007 thru most of 2008 with significant changes to the financials as the numbers came in. Not surprisingly the prices was too high and they ended up staying with Harte-Hanks
Here are slides describing the process of applying for AME's Excellence Award. Deadline for Intent to Apply has been extended through February 28, 2018.
Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.
An Oversight or a New Customer Phenomenon, Getting the Most of your Contact C...Cisco Canada
As corporations consistently seek to maximize customer loyalty, secure predictable revenue, gain a competitive advantage and ensure customer satisfaction, more than often the words ‘Contact Center’ are never spoken. Much of the budget is allocated to the corporate marketing groups as they unveil flashy new websites, packaging and literature targeted for new and existing customers. More often than not, the Contact Center which is a critical portal to these customers is neglected with respect to revenue generation and customer loyalty.
A Process Improvement Project was done by my group for improving the process of handling Customer Relations and customer care support for PABIT Solutions Inc.
Taming Big Data in the Reverse Logistics Supply ChainJonathan Pine
Best-in-Class companies capture, analyze and share repair and return data. But, not knowing what to look for and how to use the information could leave you drowning in Big Data.
Major points of this presentation include:
What type of data is valuable
Identifying and prioritizing trends
Benefits of analyzing and sharing data
Amy S Friend-stc-spectrum-Lickety-Split-Learning-Agile-2014Amy S. Friend
Amy Friend- STC Spectrum, 2014. Amy Friend shares a successful story applying agile principles to the process of instructional design. Amy shares the humbling process to transform learning into an approach that drastically improved business results. This session was presented at STC Spectrum conference in 2014. The concepts still apply in today's workplace. Agile can be applied to more than software and manufacturing. You can apply the concepts to business processes, too. By applying agile to instructional design, Amy and the team were able to reduce time-to-market and cost by over 90%. This enabled this business to refresh their online course catalog and grow!
Amy Friend- STC Spectrum- From Epic to Short Story: A Process to Reduce Cycle...Amy S. Friend
Amy S Friend presented this session for STC Spectrum. The concepts are timeless and still apply for improving business processes. This white paper accompanies the presentation slides. Learn how to analyze your business process to reduce cycle time and improve the value-added time. For more information on this subject, contact Amy Friend at amysfriend.ny@gmail or visit her website at www.amysfriend.com
Charles de Gruchy as Executive Director, La Mer Direct Marketing . He continued his work in the direct marketing industry working for L’Occitane, Estee Lauder, Toys R Us and Brooks Brothers and continues working in CRM planning.
I was hired by Eleanor Hong, VP of Marketing, to run the marketing database RFP project. The project with multiple revisions ran from late 2007 thru most of 2008 with significant changes to the financials as the numbers came in. Not surprisingly the prices was too high and they ended up staying with Harte-Hanks
Here are slides describing the process of applying for AME's Excellence Award. Deadline for Intent to Apply has been extended through February 28, 2018.
Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.
An Oversight or a New Customer Phenomenon, Getting the Most of your Contact C...Cisco Canada
As corporations consistently seek to maximize customer loyalty, secure predictable revenue, gain a competitive advantage and ensure customer satisfaction, more than often the words ‘Contact Center’ are never spoken. Much of the budget is allocated to the corporate marketing groups as they unveil flashy new websites, packaging and literature targeted for new and existing customers. More often than not, the Contact Center which is a critical portal to these customers is neglected with respect to revenue generation and customer loyalty.
A Process Improvement Project was done by my group for improving the process of handling Customer Relations and customer care support for PABIT Solutions Inc.
Taming Big Data in the Reverse Logistics Supply ChainJonathan Pine
Best-in-Class companies capture, analyze and share repair and return data. But, not knowing what to look for and how to use the information could leave you drowning in Big Data.
Major points of this presentation include:
What type of data is valuable
Identifying and prioritizing trends
Benefits of analyzing and sharing data
Amy S Friend-stc-spectrum-Lickety-Split-Learning-Agile-2014Amy S. Friend
Amy Friend- STC Spectrum, 2014. Amy Friend shares a successful story applying agile principles to the process of instructional design. Amy shares the humbling process to transform learning into an approach that drastically improved business results. This session was presented at STC Spectrum conference in 2014. The concepts still apply in today's workplace. Agile can be applied to more than software and manufacturing. You can apply the concepts to business processes, too. By applying agile to instructional design, Amy and the team were able to reduce time-to-market and cost by over 90%. This enabled this business to refresh their online course catalog and grow!
Amy Friend- STC Spectrum- From Epic to Short Story: A Process to Reduce Cycle...Amy S. Friend
Amy S Friend presented this session for STC Spectrum. The concepts are timeless and still apply for improving business processes. This white paper accompanies the presentation slides. Learn how to analyze your business process to reduce cycle time and improve the value-added time. For more information on this subject, contact Amy Friend at amysfriend.ny@gmail or visit her website at www.amysfriend.com
Amy Friend- From Epic to Short Story: A Process to Reduce Cycle TimesAmy S. Friend
Amy S Friend for STC Spectrum Conference. Reduce the time it takes to do work by analyzing the process and eliminating non-value added time. Cycle time improvement can be applied to business processes to gain results similar to manufacturing.
Amy S Friend- STC- To Err Is Human: Applying Six Sigma Quality to Technical C...Amy S. Friend
Amy Friend - STC Spectrum conference- Six sigma quality concepts are applicable to more than manufacturing. Amy Friend presented this presentation for Technical Communicators at the STC Spectrum Conference. This is the accompanying white paper with the PPT. While the sessions may be dated, the concepts still apply in business processes today. For more information on applying six sigma to non-manufacturing, contact Amy Friend at amysfriend.ny@gmail.com or visit www.amysfried.com
Amy s friend-judyalbers-intrepid-corning-presentation-hr-sept2018Amy S. Friend
Amy Friend and Judy Albers present this session on how Corning modernized their global new employee onboarding using Intrepid to design a learning experience program.
Amy Friend is the Manager of Learning Technology and User Experience at Corning Inc. She and Judy describe the approach and benefits of upgrading to modern digital approaches in learning.
Amy Friend and Intrepid won a Brandon-Hall Excellence Award for the design and results of this learning experience.
Amy S Friend & Jerry Tavormina- Waste Watchers: Applying Lean to Technical Co...Amy S. Friend
Amy S Friend and Jerry Tavormina presented this session to the Society for Technical Communication (STC) Spectrum Conference. Learn how lean concepts are applied to business processes to reduce waste in technical communications. While this presentation is old, the concepts are still applicable. For more information on this, contact amysfriend.ny@gmail.com or visit www.amysfriend.com
A Stake in the Ground- A Successful Approach To Estimating and Tracking ProjectsAmy S. Friend
Amy Friend presented this session to the Society of Technical Communication (STC) conference. This is the white paper for that session.
While the date may be old, many of the principles are still the best practices for project management of technical communications projects.
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager and Six Sigma Black Belt. She presents often about applying quality principles to training and technical communications processes.
Get Ready- Tools for Planning a Training Design ProjectAmy S. Friend
Amy Friend and Cindy Parker presented this session to the Society for Technical Communication (STC) Conference in Rochester, NY. This is the white paper from that presentation.
While the date is old, the principles still apply as best practices for effective management of training development projects.
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager, and a Six Sigma Black Belt.
Amy Friend presents often for STC, the American Society for Quality (ASQ), and the learning field on topics applying quality principles to communications processes.
Dealing with change can be hard for some people. We each have our own perspective on the impact of change--hard or easy. There are endings, transitions, and new beginnings. We think about the technical things that change, but the emotional aspects are often over-looked leaving employees floundering on how to move forward productively.
When Kodak was faced with a number of large organizational changes, they did a broad company initiative to help prepare employees and leaders for how to navigate change as gracefully as possible. Amy Friend was part of the team that delivered training to Kodak's Global Service and Support organization.
Amy Friend presented several workshops for the STC Spectrum Conference, NYS Nutrition Conference, and American Society for Quality (ASQ).
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager, and a Six Sigma Black Belt. She presents and publishes often on applying quality practices to service, technical communications, and learning.
Business Connections: Taking Your Employee Resource Group Into the CommunityAmy S. Friend
Kodak has a very active employee resource group in support of many different diversity segments.
As a leader of Lambda, the ERG for LGBT employees, Amy Friend and other ERG members coordinated a community presence by Kodak with several national and regional organizations. Together they would give presentations, coordinate event photography, and manage photo booths with the demonstration of products.
This extra effort was one way that an ERG could directly align with the mission of it's sponsoring company.
Amy Friend was president of Lambda, the ERG for LGBT employees. She established the first marketing committee that collaborated with marketing and PR professionals.
During this time, Lambda helped Kodak to connect with over 1 million LGBT consumers.
Transitioning a Technical Communications DepartmentAmy S. Friend
When Kodak sold off their Health Imaging business unit, Amy Friend and the employees that went to the new company had to set up new operations to provide over 42 unique communications related processes. They also had to migrate regulated documentation in a way that maintained the quality of content. The schedule was tight and there were strict rules on how the regulated documentation and training had to migrate to the new company.
Amy Friend, Manager of Technical Communications and Linda Schlauch presented this session at STC Spectrum Conference in Rochester NY. They address rebranding, content migration, sourcing strategy, quality systems, and resources required for this complex process migration.
Amy Friend is an Associate Fellow of STC and a Certified Six Sigma Black Belt.
Localization in the Real World: Managing Cost, Schedule and Quality within Pr...Amy S. Friend
Localization is one of the most costly expenses for companies selling products internationally. The cost to translate can be prohibitive to a successful business.
Working for a new and growing company, Amy Friend and Kristie were faced with the challenge of getting the most for limited localization budget.
Amy Friend and Kristie Burr from Carestream Health and Scott Bass presented this session on Localization at STC Spectrum Conference. This is the while paper from that session. It provides basics of the localization process and how to manage the process in a way that saved millions of dollars and enabled this company to expand selling to new global markets.
Amy Friend is an Associate Fellow for the Society for Technical Communication (STC) and Certified Six Sigma Black Belt.
Respect in Our Schools - GLSEN Training for Rochester City School DistrictAmy S. Friend
The Rochester, NY city school district needed to train over 1,000 employees on how to create safe and inclusive schools for LGBT youth to prevent bullying and harassment. This is the presentation our team used to conduct this training.
Building Quality Into Your Technical Communications DepartmentAmy S. Friend
While working at Carestream Health, Amy Friend presented this session with John Lukes at the STC Spectrum Conference.
Learn some basics of establishing a quality management system in a technical communications organization.
Amy Friend is a Certified Six Sigma Black Belt.
Amy Friend is an Associate Fellow of the Society for Technical Communication (STC)
Assessing Your Content Management NeedsAmy S. Friend
While working at Carestream Health as the Manager of Technical Communications & Localization, our job was to setup a new company. In the process we needed to determine how best to manage product documentation and training for regulated, global products.
Marketing to LGBT- Corporate Coming Out ContinuumAmy S. Friend
I developed this model when I worked for Kodak. The purpose was to help executives understand the value of being an "out ally" for diversity with consumer marketing.
In the competitive realm of online business, visibility is key, and search engine optimization (SEO) serves as the cornerstone of digital prominence. As the demand for effective SEO solutions continues to soar, finding the best SEO company in Perth becomes imperative. Enter Simba Squad – a dynamic force dedicated to propelling your business to new heights of success.
DOJO Training Center - Empowering Workforce ExcellenceHimanshu
The document delves into DOJO training, an immersive offline training concept designed to educate both new hires and existing staff. This method follows an organized eight-step process within a simulated work setting. The steps encompass safety protocols, behavioral coaching, product familiarity, production guidelines, and procedural understanding. Trainees acquire skills through hands-on simulations and rehearsal prior to transitioning to actual shop floor duties under supervision. The primary aim is to minimize accidents and defects by ensuring employees undergo comprehensive training, preparing them effectively for their job roles.
Bridging the Language Gap The Power of Simultaneous Interpretation in RwandaKasuku Translation Ltd
Rwanda is a nation on the rise, fostering international partnerships and economic growth. With this progress comes a growing need for seamless communication across languages. Simultaneous interpretation emerges as a vital tool in this ever-evolving landscape. When seeking the best simultaneous interpretation in Rwanda, Kasuku Translation stands out as a premier choice.
Solar power panels, also known as photovoltaic (PV) panels, convert sunlight into electricity, offering a renewable and sustainable energy solution. Composed of semiconductor materials, typically silicon, these panels absorb photons from sunlight, generating an electric current through the photovoltaic effect. This clean energy source reduces dependence on fossil fuels, mitigates greenhouse gas emissions, and contributes to environmental sustainability.
A Bulgarian work permit is valid for up to one year, after which it can be renewed as long as the conditions of employment have not changed. After obtaining a work permit, the employee will need to apply for a Type D visa at the Bulgarian embassy or consulate in their country. Urgent requirement for Bulgaria 🇧🇬🇧🇬work D Category National Permit Visa ( Indian /Nepali Nationality only) Visa Validity - 3 to 6 months on renewables basis. Job category - General worker/ Helper Salary - 800 Euro @ 8 hrs.+ Over time extra Age- 20- 40 years Total processing time -4-5 Months
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Office Business Furnishings | Office EquipmentOFWD
OFWD is Edmonton’s Newest and most cost-effective source for Office Furnishings. Conveniently located on 170 street and 114 Avenue in Edmonton’s West End. We take pride in servicing a client base of over 500 corporations throughout the Edmonton and Alberta area. OFWD is in the business of satisfying the home or corporate office environment needs of our clients, from individual pieces of furniture for the home user to the implementation of complete turn-key projects on much larger scales. We supply only quality products from reputable manufacturers. It is our intention to continue to earn the trust of our clients by dealing with honesty and integrity and by providing service and after sales follow-up second to none.
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The Jamstack Revolution: Building Dynamic Websites with Static Site Generator...Softradix Technologies
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Emmanuel Katto Uganda - A PhilanthropistMarina Costa
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1. Delighting Customers:
Perfect Service Delivery
Model
Tim C. Cassidy
Amy S. Friend
American Society for Quality - Rochester Section’s 60th Annual Conference
March 30, 2004
2. Objectives
In this session we will describe:
Background
Current State
M2 chart for benchmarking performance
The Perfect Service Delivery Program
– PSD Model
– MBF
– Closed Loop Dissat
– Communications
Using Quality tools to improve customer delight
Using technology to conduct virtual improvement teams
Results & Future Applications
3. Background
Kodak Service and Support (KS&S) for EKC:
– answers post-sale technical customer questions & concerns
– plans and executes service and support delivery (call center, depot &
on-site repair)
– drives corrective actions for product and process improvements based
on customer experiences
– is instrumental in development of new services
Millions of customer contacts per year
Business Research (BR) collects & analyzes Voice of the
Customer (VOC) data & communicates it in an actionable format
Quality uses BR data to help Process Owners identify root
causes & prioritize improvements
5. Field Service Organization
Insert map of US (Joe Sharn)
Products supported
Spread across US
Customers Supported
Service and support for HI equipment
6. Service Call Flow
Customer P1 L-1 Call Center SCAN Exception Handler FE-Primary FE Supervisor
Primary FE Call Handing Process
Customer
Places Call into
Level 1 Call
Center
Level 1 records
Customer Info in
Vantive,
dispatch call to
FE via SCAN
SCAN
dispatches
Page to Primary
FE
YES
Scan
contacted
Primary FE
Primary FE
Contacts
Customer
FE discusses
status of call.
(Refer to
Anatomy of a
good HI-call ).
YES
YES
NO
Alt-FE
Contacts
Customer
P-FE Buy's
Call
Alt-FE Buy's
Call
Go to
Sheet
2
P-FE
Contacts Alt-
FEll
NO
YES
NO
P-FE works with
Exceptions and or
Supervisor to find FE.
NO
From
Sheet
3
7. Quantitative Data Collection and
Analysis
Conduct transactional surveys following a service
and/or support event.
– Select a representative sample from the population
– Conduct Quantitative survey
– Regression Analysis
– Analyze the collected data
Regression Analysis and Determination of Overall Effect
on Customer Dissatisfaction
– Regression Analysis calculates derived importance of survey
attributes
– Results from the regression model are reviewed for “fit”
Customer Comment Analysis
– Code verbatims into categories
– Build Pareto chart of dissatisfied comments
– Compare the pareto charts of dissatisfied comments with
results of a key driver analysis.
9. Current State:
Customer Satisfaction is measured at the
overall National level and not at the specific
Regional Service District.
– Current Improvement rates are flat
– MPCP Goals creates focus on a select few
internal metrics; lack of ownership.
– Improvement is focused on chosen few attributes
– Improvement initiatives are not specific to the
Service Region.
10. Criteria & Constraints
Elements
Circle of control
Actionable
Drives accountability
Responsive, timely
Constraints
No/minimal travel
No money to improve or
purchase systems
11. Objective Statement
Need a method for identifying actionable and
measurable improvement opportunities which
apply and are within the circle of control of the
individual Regional Service Managers and Field
Engineers.
– External focused improvement initiatives
– Focus on what is within the control of the FE’s.
– Segmentation within the specific Service Region.
– Identify area’s of exceptional performance
– Document and share best practices.
– Realistic goals setting
– Sustain Improvements
12. 1st Things 1st: Management Buy-in
Accountability
Involvement
14. Example of Fishbone Diagram
ProcessParts / Plant
PolicyPeople
Many entry points
Lack QA steps
Process not enforced
Process not known
Reps measured on
number calls taken
Not measured
Why?
Reps not trained on all
Lack tools
Reps not have all answers
DATA Not Available
Far from resources
Turn-over
Lack diagnostics
Why?
Why problem
not fixed on
first contact ?
Problem
15. Example of 5-Why’s
1. Why is the problem not
fixed 1st contact?
2. Why don’t the Reps have
all the answers?
3. Why is the data not
available in the system?
4. Why is the data not entered
correctly?
5A. Why don’t new Reps
know how?
5B. Why don’t current reps
take time?
The Reps don’t have all the
answers.
The data is not available in the
system.
The data is not entered into the
system correctly.
A. New Reps don’t know how.
B. Current Reps don’t take time
A. New Reps not trained.
B. Current Reps not
reinforced/audited to enter
data correctly.
16. 4/17/2020
Components of Perfect Service
Delivery
Perfect Service Delivery Model
MBF; Customer Satisfaction
Improvement
Closed-Loop Dis-Sat follow up
Process
17. Drill down performance data
visually at the regional level.
Focus on the whole Customer
on-site experience.
Avoids “squeezing the balloon”
Bullseye is the target
Prioritize area’s of focus in each
region.
Target improvements at an
National and Regional levels.
Appropriate goals at all levels.
Supports ‘Global Quality and
Corporate initiates; “Everyone
owns Customer Satisfaction”.
Perfect Service Delivery Model
Centering the Customer
18. Actionable Measures
What measures are key
to represent the
customers experience
and within the most
control of the Field
Service?
External measures, not
internal
19. Squeezing the balloon
Current performance
based on few metrics,
squeeze the balloon
Overall effect: customer
sees one area get
better at expense of
others
0
0.05
0.1
0.15
0.2
0.25
0.3
Repeat Calls
Incomplete
Emergency Part
Response TimeEscalate
Call Duration
Part $ Over Target
Radar 1
20. Old “One Measure” Vs.
New Cumulative DPU
Challenges:
Represent whole system with
Cumulative DPU metric; shows
little to no improvement in Total
DPU when focus only one
element of customer experience
There are more defects that
should be monitored/improved
Are the customers any more
satisfied when just measuring
old way? No! Customer
Satisfaction remained flat.
0
0.1
0.2
0.3
0.4
0.5
1st Qtr 2nd
Qtr
3rd
Qtr
4th
Qtr
Old BL Old Data
New BL New Data
22. The M Chart to benchmark performance
From Madigan
Compare region against
region
Normalizes measures
that use different scales
2
23. Q-405b: Attitude and Cooperation of the Field
Engineer?
Q-405c: Service response time to your site?
Q-405d: Time Required to Repair?
Q-405e: Frequency of Need for Service?
Q-405f: Availability of Parts?
Q405g: Ability to repair your equipment in one visit?
Q405h: FE’s level of equipment training?
Q405i: Understanding Product Usage?
Q435: Call Back (Always).
Q460: FE Met Agreement.
Radar Chart Attributes
Questions from External Customer Satisfaction Survey:
24. Radar Chart:
What should each Service region focus on?
HI US New England Perfect Service Delivery
2003
October Date of Service
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
FECalls Back Alw ays Q435
HI-US % Service Response Time Q405c
Frequency of Need of Service Q405e
Avalaibility of Parts Q405f
Time Required to Repair Q405d
HI-US Repair in 1 Visit Q405g
Understand Product Usage 405i
YES FEMet Agreement Q460
FEAttitude and Cooporation Q405b
Level of Equipment Training Q405h
Baseline 02 Current-03 New England Goal
Center of the
Bulls eye
Represents “0”
defects or 100%
Satisfied
26. Implement: Virtual MBF Teams
Conference call
Net meeting
Meeting agendas
Meeting notes
Maintain Action Register
Schedule conducive to Field
work schedule
Quality Facilitator to run
meeting
Train team on quality tools
Analyze and explain data
trends
27. Doing Root Cause Analysis
ProcessParts / Plant
PolicyPeople
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
During (time),
Pareto
accounted for
50% of
problem which
was 3X
higher than
desired and
caused
customer
dissatisfaction.
Problem
Why?
Why?
Why?
Why?
Why?
Reason here
Reason here
Reason here
Reason here
Root Cause
5 Why’s
ISHIKAWA Diagram
31. Documented Role and Responsibilities.
Tribus - Process Flow Map
Customer Dis-sat Follow-up Template
Excel Dis-Sat Follow-up database
Secure Lotus Notes Team Room
HI-US Closed Loop Dis-Sat Follow-up
Process
32. Seq #
Reason
Code
Reason
Code
Reason
Code
Date
Rec Zone RSM Customer Name City & State Equipment K#
52 13 1/30/03 SW Wood Hoad Imaging Center Costa Mesa, CA KESPR 5110 3718419
55 25 1/30/03 NE Rossi Henry County Hosp Napoleon, OH Pacs 41638542
186 14 1/31/03 SW Wood RNCHO Los Amigos Med Ctr Downey, CA 2180 Laser 3654445
182 14 19 2/3/03 NE DellaMedaglia Rome Hospital Rome, NY 2180 Laser 3654356
327 13 14 2/4/03 SW Wood Sharp Memorial Hospital San Diego, CA 2180 Laser 3652514
153 18 2/4/03 NE Cordy Greene Memorial Hospital Xenia, OH CR800 41620093
272 21 2/4/03 NE Cordy Marshall County Hospital Benton, KY M969 HQ Laser 41637813
135 9 2/4/03 NE DellaMedaglia GEHCS/Beth Israel Hosp Boston, MA 2180 Laser 3652845
370 23 2/5/03 NE Rossi Medical Associatesx Menomonee Fls, WI Ektascan 1120 3655628
194 20 2/5/03 NE Rossi United Hospital Blue Earth, MN Pacs 41665999
5113 12 2/13/03 NE Rossi Wausau Hosp Center Wausau, WI 2180 Laser 3654104
5084 20 18 2/13/03 SW Wood Little co of Mary Hlth Torrance, CA Dicom 3747253
5036 20 2/13/03 SW Wood Lancaster Comm Hosp Lancaster, CA M969 HQ Laser 41513262
5029 13 14 2/13/03 SW Wood Stockton Mgntc Res Img Stockton, CA 8700 Dryvew 41631616
2092 18 2/13/03 SW Morrison Tallahassee Mem Reg Med Tallahassee, Fl KESPR 5110 41473085
5153 20 2/14/03 SW Wood Suburban Medical Center Paramount, CA SLV CUP HP Vectra 41634777
5025 13 2/14/03 SW Morrison Coral Cables MRI Coral Gables, FL M969 HQ Laser 41633667
5227 19 2/14/03 NE Cordy Spine/Brain Neurology Lexington, KY 8100 Dryview 41736562
5005 7 2/14/03 NE Duda James Cancer Center Columbus, OH 8600 dryview 41606698
5137 14 2/14/03 NE Rossi Childrens Memorial Hosp Chicago, Il Dicom Film Digitizer 3617503
5200 22 20 2/17/03 NE Rossi Northwestern Meml Hosp Chicago, Il 8600 dryview 41736938
5197 13 20 2/17/03 NE Costantino Radiology Associates Brooklyn, NY 8700 Dryvew 41722266
5122 14 2/20/03 NE Rossi Lakeside Diag Imaging Shorewood, WI 8700 Dryvew 41777721
HI Field Services DisSat. Status
HI-US Closed Loop Dis-Sat Follow-up Process
36. Management Commitment
Clear objectives with personal and management
accountability
Team’s applied Virtual Technologies to develop MBF's &
Action Plans
Monthly results reviewed at National & Regional levels
Closed Loop Dissat Process includes follow-up with
customer’s
Lotus Notes Team Room for managers to share best
practices and results
SCAN Tip of the day to reinforce proper SCAN coding
performance data
Drill down capabilities at Product & Region Levels
Performance data actionable at all levels
Perfect Service Delivery Model Key
Learning's
37. Summary Key Learnings
Use Credible Data relevant to employees
Team with Business Research, Quality, and
Operations
Use external data to set goals
Virtual Teams can work
Fix root causes, not symptoms
Status reviews to ensure progress
Standardize improvements as part of
processes
41. For each attribute where derived importance has
been calculated:
Regression Analysis
Overall Effect on
Dissatisfaction = Derived
Importance
X
% of Customers
Dissatisfied for
the attribute
42. HI-US Closed Loop Dis-Sat Follow-up Process
Tribus Process Flow map