Customer Development Group

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Customer Development Group

• Ami Curtis, Ph.D.
• Manager, Quality Systems
• Customer Development Group

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Nestle Overview
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Nestle Purina Overview
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Winner Missouri Quality Award

• Demonstrated Excellence in...
• Leadership
• Strategic Planning
• Customer Focus
• Measurement, Analysis, Knowledge Management
• Human Resource Focus
• Process Management
• Results

Modeled after the U.S. Commerce Department
Malcolm Baldrige National Quality Award
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How we implement Baldrige throughout our
organization
hmm we didnt
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What did we do?

• Ill get to that in just a moment

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Top 6 ways to turn Purina off of Baldrige(what
we wish hadnt have done)

• Hired a consultant who didnt know our business
• Inadequately trained 100 people organized them
  into 7 category teams
• Had the teams spend months creating process maps
• Didnt make a business case
• Didnt align Baldrige with the company blueprint
  or reward system
• Took a top down approach

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A little cultural background

• Unprecedented empowerment
• Rewarded based on results

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(No Transcript)
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What we did

• 1. Utilized associates in line positions

• Hired a consultant who didnt know our business

• 2. Created a small core team of associates and
  had them become trained/experienced examiners

2. Inadequately trained 100 people organized
them into 7 category teams

• 3. Didnt mention Baldrige, Categories, or
  Items to anyone outside of leadership and the
  small core team

3. Had the teams spend months creating process
maps
4. Tested linkages to business results for
everything we implemented
4. Didnt make a business case
5. Aligned improvement activities within the
model that was already utilized
5. Didnt align Baldrige with the company
blueprint or reward system
6. Took a top down approach
6. Created energy and momentum from the bottom-up
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How we started momentum from the bottom-up
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Impacting the bottom line
RIG
Link
Customer Satisfaction (CSI)
Employee Capabilities (OCQ)
Employee Capabilities (OCQ)
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The Organizational Capabilities Questionnaire
(OCQ)

• Annual, comprehensive length survey
• Anonymous
• Measures the ways the organization impacts the
  corporate strategy
• Tailored to each organization

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Survey items based on our key strategic processes
Customer Relationship Management
Sales Management
Distribution, Delivery, Order Mgmt
Accounting Financial Management
Team Effectiveness
Leadership Effectiveness
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Sometimes you just have to brag

• 97 Response Rate

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How?
Specific to the organization

• Blends business and people measures

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The OCQ provides three levels of action

• Teams
• Leaders
• Organization-wide

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Team level action

• Your Team Report
• Responses of those who report directly to you.
• Only team members will see their team report.
• Scores are not as important as the action they
  drive.

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The development of team actionplans at all
levels is required...
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(No Transcript)
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Leadership level action

• Your Leadership Report
• Responses of those who report directly to you.
• Only the team leader receives his or her
  leadership report.

Senior leadership will only see a roll-up of
scores. They will not have access to individual
reports.
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Organizational level action

• Work out sessions
• Based on GE Model
• Held once per year
• 40 associates brought in for 1 week

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Previous work out topics

• People
• Career Development
• Coaching
• Training
• Work/Life Balance
• Sales/Marketing Alignment
• Go-To-Market Strategy
• Customization
• Business Planning
• Best Practice Deployment

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Impacting the bottom line
RIG
Link
Customer Satisfaction (CSI)
Employee Capabilities (OCQ)
Customer Satisfaction (CSI)
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Key features of the C.S.I. process

• Short, post card allowing completion in less than
  one minute
• Administered every 24 months
• Items focus on controllable, day-to-day issues
• Cards delivered by hand
• Provides direct access to customer responses
• Reports generated by account, account team,
  customer function, and region
• Focus is to improve relationships with key
  customers

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Creating momentum

• Over the past nine years, roughly 20 of RIG
  increases/decreases can be explained by variation
  in CSI scores.

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Summary

• You dont have to implement Baldrige to
  implement Baldrige.
• Take an approach that fits with your culture.
• Link your continuous improvement activities to
  the business/hard side as much as possible to
  build it into the culture.
• Start from where you are and build.

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Questions?