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Growth Through NPS & Lean Six Sigma
Gary ReinerJuly 26, 2006
GE
“This document contains "forward-looking statements" - that is, statements related to future, not past, events. In this context, forward-looking statements often address our expected future business and financial performance, and often contain words such as "expects," "anticipates," "intends," "plans," "believes," "seeks," or "will." Forward-looking statements by their nature address matters that are, to different degrees, uncertain. For us, particular uncertainties which could adversely or positively affect our future results include: the behavior of financial markets, including fluctuations in interest rates and commodity prices; strategic actions, including dispositions; future integration of acquired businesses; future financial performance of major industries which we serve, including, without limitation, the air and rail transportation, energy generation, media, real estate and healthcare industries; unanticipated loss development in our insurance businesses; and numerous other matters of national, regional and global scale, including those of a political, economic, business, competitive and regulatory nature. These uncertainties may cause our actual future results to be materially different than those expressed in our forward-looking statements. We do not undertake to update our forward-looking statements.”
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GE process customer success
Design forSix Sigma
(DFSS)
Net PromoterScore
(NPS)
+ +
+ Applied to New Product Introduction
+ Improves design tolerance quality, reliability, durability
+ Intent to repurchase/recommend
+ Customer feedback centers on responsiveness
Integrated approach to customer success
LeanWorkouts
+ Customer facing processes
+ Cross-functional+ Reduce cycle
time/improve responsiveness
1996 2004 2004
3
0
9
12
Dash 9’94
AC 4400’94
AC 6000’96
DC EVO’05
AC EVO’05
Locomotive failures(Per locomotive, first six months, annualized)
6
3
Vascular service eventsPer installed system, 90-day rolling average
Aviation CFM-56(Warranty & concession costs ($ MM))
Appliances service call rate(Per 100 installations, first year)
DFSS continues to improve product quality
0
3
6
9
12
'96 '98 '00 '02 '04 '06
80%reduction
55%reduction
62%reduction
57%reduction
‘01 ‘02 ‘03 ‘04 ‘05 ‘06
60
45
30
15
0‘03 ‘04 ‘05 ‘06
4
2
0
6
8
10
4
NPS driving even further customer focus
(NPS)
% promoters
% detractors
0-6Detractors
7-8Passively satisfied
9-10Promoters
10
9
8
7
6
5
4
3
2
1
“On a scale of 0-10, how likely are you to recommend GE to a friend or colleague?”
• Simple• Prioritizes improvement actions• Responsiveness single biggest factor
Why We Like NPS
World Class 50%+
Typical10% to 30%
0
=Net
Promoter Score
5
The Lean Work-Out approach
• Business team identifies a key customer facing process —fulfill, innovate, or sell — to compress end-to-end cycle time
• Cross-functional team draws end-to-end value stream map … “as is”
• Leverage CAP, Lean, and 6 Sigma tools as appropriate to establish “to be”
• Include customers and suppliers as appropriate
• Make most changes during the Lean Work-Out
• Business leader drives multi functional efforts to drive remaining action items
Lean showcase
1. Small commercial construction
2. Energy Servicesglobal parts
3. AviationComponent Repair
4. MagneticResonance
5. HealthcareServices
6. Plastics GlobalColor Express
7. EquipmentFinance (Europe)
8. RE specialized industries
9. Energy WindInstallations
10.Corporate Lending
Leverage our process capabilities …to grow in the marketplace
Revenue growth >$50MMper Lean showcase
“Lean workout” focused on– New product introduction– Inquiry to order– Order to remittance
30 Lean showcases in place today
Current Lean showcases11. Retail Sales
Finance12. Money Australia
Branches13. O&G Global
Services14. HC Financial
Services15. Nuclear Parts
& Services16. Security Digital
Video17. Water Custom
Equipment18. Aviation Engine
Overhaul19. Energy Financial
Services20. Silicones NPI
21. C&I Built inCooking Product
22. NBCU Televisiondistribution
23. US EquipmentFinancing
24. Retail ConsumerFinance
25. CommercialDistr. Finance
26. Corporate Payment Sys.
27. Transportation –Loco
28. Energy outageservices
29. Water Comm.Operations
30. Clinical Systems
7
Lean workouts on:1. EVO standardization2. PSI process simplification3. Engine4. Loco final assembly5. Radiator CAB assembly
Lean Showcase - 10 day locomotive
31 days
Major Components Paint Test
10days
Assembly
Driven by
Cycle~200 Lean Workouts in ’06 …
100+/year going forward
Impact
Creating value for customers and GE
Customer:• On-time delivery• Reliability
GE:• 50% ↑ Capacity• 50% ↓ Inventory• 5% ↑ OM
8
What you’ll see today
NPS feedback
Lean six sigma … cycle time reduction
Creates customer value
Creates GE value …growth & margins
• Time to yes• Higher sales• Lower costs
• Higher close rate• Increased capacity• More price & lower cost
Growth through NPS and Lean 6 Sigma
Commercial FinanceMike Pilot
Consumer FinanceMark Begor
HealthcareDee Mellor
InfrastructureDave Tucker
Growth & Margin Expansion
Analyst MeetingJuly 26, 2006