Unleashing Excellence Chapter 8

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Unleashing Excellence Chapter 8

• Measurement

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Chapter 8 Focus

• The focus of this chapter is on local (i.e.,
  department or workgroup), day-to-day
  measurements, as opposed to global, large-scale
  measures of satisfaction.
• Q Why?
• Employees like to know how theyre doing right
  now, and
• Organization-wide measurements have a fairly long
  lead time.

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Local Measurements

• (p. 132) Questions asked on surveys should be
  consistent so that results can be compared over
  time. Youre creating your own benchmarks.

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Keys to Local Measurement Success

• Local measurements should be linked to the
  overall service improvement effort.
• The act of measuring shouldnt negatively impact
  the customer service experience.
• Improvement in one service factor shouldnt
  negatively impact another service factor.

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Keys to Local Measurement Success (contd)

• (p. 136) Deciding what to measure
• Hardest part deciding what to measure track.
• In deciding what to measureEvery area of the
  company should ask Who are our customers and
  what is important to them?
• Service Maps (Service Blueprints) developed by
  each team can be an excellent place to start.
• Q Why Service Maps??

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Figure 8.2Deciding What to Measure
High
The most effective measurements will be the
ones that fall in the high impact, high
influence quadrant.
Impact on customer experience
Low
High
Workgroups ability to influence results
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Posting the Customer Satisfaction and Local
Measurements

• (p. 139) Service measurements should be highly
  visible to employees, easy to interpret and up to
  date.
• Measurement charts should be prominently posted
  to have an impact on employees.
• Few things scream flavor-of-the-month program
  louder than outdated measurement displays.

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How Many Measurements?

• (p. 142-3) For measurements branded to the
  service improvement effort three to four
  measurements are ideal. You might decide to
  highlight customer satisfaction survey data,
  along with two to three local measurements. This
  is a small enough number to keep employees
  engaged in tracking the measurements, yet large
  enough that several service factors are
  addressed. The exact number will depend on your
  operation and the complexity of the service
  factors being tracked. Just dont overwhelm the
  team.

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When to Change the Measurements

• (p. 143) Q When should the workgroup stop
  measuring a particular factor and choose another
  measurement?
• When the issue has been solved.
• When the team is consistently achieving targeted
  goals.
• One purpose of service measurement is to engage
  all employees in the process. If measurements
  become stale or lose their usefulness, employees
  lose interest.