customer satisfaction: the cornerstone of qi chris bujak, continual impact, llc beth pierson,...

CUSTOMER SATISFACTION: THE CORNERSTONE OF QI

Chris Bujak, Continual Impact, LLC

Beth Pierson, Franklin County Department of Public Health

2 © 2012 Continual Impact LLC

Who Are They?

What Do They Want?How Do I Add More Value For Them

Than Ever Before?

For This Workshop, You Are The Customer

What are your expectations?

© 2012 Continual Impact LLC3

How About This For An Objective?

TO: Explore the ways organizations can improve focus on their Customers.

FOR: You, your teams and the Customers you serveBY: • Discussing the key elements and methods that

create a stronger customer focus in your organization

• Seeing an example of an organization trying to improve

• A quick workshop to self diagnose your organization, find gaps and consider improvements

SO THAT: You are more successful in your Vision of serving them


Customers: Why Do You Care?

“The customer is the most important part of the production line. Without someone to purchase our product, we might as well shut down the whole plant.” W Edwards Deming

Why does your organization exist?•Do Customers want your product or service? •Is it at the optimum performance and price?•A quality delivery each and every time?•More so every year? Do you “delight” them?


Customers and High Performing Organizations

• High performing organizations use a deep understanding of Customer values* to drive all decision making• Organization improvement plans• Improvement projects and events• Daily interactions with Customers• Identifying products, services and features to add

• They create a culture where everyone understands the Customers’ values and acts accordingly in their daily activities*Values- an experience a customer seeks to have or avoid


Who Is My Customer?

• Customer: Uses the offering; whose success your offering is to enable immediately

• Stakeholder: Have requirements that you must satisfy if you are to succeed in your purpose

• Getting a flu shot• Child getting the shot?• Parent?• Medical professional?• Funding source or Society?


Do not detract from the primary

responsibility

Inside the Organization:Are We Each Others

Customers?+ Thinking of each other as a “customer”

can be positive+ Requires we consider their needs

- Taken to an extreme, it can detract from satisfying the recipient of the offering—the real Customer- Internal requirements can add time and cost

that reduce the true Customers’ satisfaction


Customers Can Have Different Values

• Customers for the same offering can have different sets of preferences, expectations and requirements

• They can differ depending on a number of factors (E.g. age, sex, ethnic background, location)

• Differences may exist between Customers and their Customers

• It is important to understand all of the above and react to them


Characteristics of Values

• They are often more than simple requirements• Include essentials and features that must be there• …and features that they may not expect however

would delight them and win greater response

• Do not have the same importance• Prioritization may be necessary

• Have limits with regard to price• Value=f(performance/price) from the perspective of

the Customer



Some values are

expected, some delight

MUST BE’s: If absent, rejection of offering; no additional satisfactionSATISFIERS: the more present, the greater the satisfactionDELIGHTERS: When absent, a neutral reaction; when present, excites the Customer

Characteristics of Values Have Two Categories

• What do Customers care about in the offering?• Products: Physical or intellectual objects

• Function, Form, Fit, Finish

• Services: What they alter or create and how it is done• Activities, Setting, Provider

• What do Customers care about in the buying-benefitting experience?• How are the features of your offering experienced by

the Customer (I,e, access, acquire, prepare to use, and use)?

• The “drive by” flu clinic; 4 hr ER wait times


How Do You Find Out What Customers Value?

• There are many “listening posts”• Surveys• Complaint systems• Walk in their shoes• Focus groups• Published information

• As you listen, search for 3 items:• What is important• How well you are doing• Are there insights into “delighters”


Basic Steps in Survey Use1. Set the Focus; Goal, Understanding desired 2. Identify members of target audience3. Plan the survey; Establish sampling

strategy, method of distribution4. Build survey; questions and response

options5. Pilot the survey; extract learning6. Administer the survey and monitor7. Analyze and Interpret8. Uncover areas of strength and improvement


Survey Analysis: Uncover Areas of Strength and For

Improvement


Opportunity

Low Importance High Importance

Sati

sfi

ed

Dis

sati

sfi

ed

• Simple statistics (eg highest mean levels)

• More advanced statistics

• Evaluation Matrix (eg Quality Function Deployment (QFD))

• Paired Comparisons

Use Your Knowledge of Customer Values

• Yearly planning for improvement• Use the opportunities as targets for improvement• Identify which components of the organization or major

processes have the greatest impact on the target

• Guiding improvement projects and events• Make improvements in work processes by eliminating wastes

that impact Customer satisfaction

• Drive quality into every operation• Convert the values to measureable requirements• Educate team members to detect gaps• Cause and Effect analysis of problems

• Evaluate proposed features against Customer values (eg an evaluation matrix such as QFD)


Takeaways

1. The importance of the Customer

2. Know who they are

3. Find what they value; the basics and delights

4. Identify your strengths and areas of opportunity

5. Use the knowledge to improve; what features of your offering and processes have the greatest impact on Customer satisfaction? What needs to change?

6. Make focus on the Customer part of the culture!


BETH PIERSON AND FRANKLIN COUNTIES’ JOURNEY TO IMPROVING CUSTOMER FOCUS


Building the Foundation

Cornerstones

Building

Pickles

Working Session

• Let’s try a self evaluation of your current state• Brief “Customer Focus” diagnostic

• Group discussion• Common gaps and issues• What kinds of actions can be undertaken to

close the gaps?• What kinds of actions do you have underway or

planned?


Plus Delta

• Did we achieve our goal for today?• What was valuable?• What was not?• What additional information would you

like?


customer satisfaction: the cornerstone of qi chris bujak, continual impact, llc beth pierson,...

Documents

continual impact llc

customers values

different values customers

customer satisfaction

true customers satisfaction

stronger customer focus

organization improvement

primary responsibility