growing world class service (or any other kind of change)

Growing World Class Service

(or any other kind of change)

M.D. Anderson Customer Service Initiative

Human Capital Organization

Relationship


Critical Success Factors

Systems approachTransfer of best practicesTransfer of customer service skillsTransfer of performance improvement skillsMeasurement


Mission Possible

Your mission should you accept it, is to completely transform your service in two years such that your customers would be amazed at the difference.

To lead this change, you can’t just see the fire, you must BE the fire. President, Ritz Carlton


Evolution of the Program

Diagnostic Center – By gosh and by golly

Pharmacy – Developed Structure

Information Line – Applied Structure


Kotter’s 8 Steps to Change

1. Establish a (sustaining) Sense of Urgency

2. Create a Guiding Coalition

3. Develop a Vision and Strategy

4. Empower Broad-based Action

5. Generate Short Term Wins

6. Consolidate Gains & Produce More Change

7. Anchor New Approaches in the Culture

M.D. Anderson Customer Service Initiative1. M arketing M eeting

4 . P lan withthe Manage rs

C rea teMission

1 0 . Cu sto m e rS e rvi ce B o a rd

M e e tin g

2 . S to p /G o toa n o th e r

d e p a rtm e n t

No

Yes

3 .Determine

ChangeR e a dine s s

Flow c har t Legend

Star t/End

Action

Dec is ion

F low D irection

1 1 . Ch a n g e M a ste r/M a n a g e r Re tre a t

5 . D e te rmineSta keho lde rs

9 . C h an ge Mas te rOrie n ta tion

6 . Se lectC u stomer

Se rv iceBoa rd

8 . In te rv iewSe lect C ha nge

Maste rs

7 . K ick-o ffMee ting

Sta ff

E stab lish S ense o f Urgency

C reate G uid ing C oalition

D eve lop a V is ion

Develop a Strategy

1 2 . Ka izenSe s s ion s

1 3 . Te am

14. Custom erService Board

17. Tra in ing ModuleBas ed on Need

1 8 . Se e One C las s

1 9 . D o On eC las s

2 0 . Te achOne C las s

E m power b road -based ac tion

G enerate S ho rt T e rm W insC onso lidate gains and p roduce m ore change

Anchor new approaches in the culture

16. Kaiz enSes s ion

1 5 .Ho w to

a n ch o r?

21. ImplementationComplete

Repor ted to C SB

Approval

Imp

lem

enta

tio

n

C om m unicating the C hange V is ion

Repeat Steps 13-21 for all Projec t Charters


Are You Ready For a Change?

Typically Service training is topicalReal difference requires painful change

Management ChangeStaff ChangeProcess Change


Leadership

4 . P la n withth e Ma n a g e rs

C re a teMiss io n

5 . D e te rmin eSta ke h o ld e rs

S T E P 1 --E s tab lishS ense o f Urgency

S T E P 2 - C reateG uid ing C oalition


Responsibilities

Customer Service BoardAssist in creation of Vision and the Case for

ChangeDepartment Reports Progress Back Customer

Service Board.Board Holds Department Accountable To

Commitments


Vision

10 . Custom erService Board

Meeting

5. Determ ineStakeholders

9. Change MasterOrientation

6. SelectCustom er

ServiceBoard

8. InterviewSelect Change

Masters

7. Kick-offMeeting Staff

S T E P 3 -D eve lop a V is ion


Involvement

1 1 . C h a n g eMa ste r/ Ma n a g e r

R e tre a t

S T E P 3 -D e ve lop a S trategy

1 2 . Ka ize nSe ssio n s

S T E P 4 -C o m m unicating the

C hang e V is ion


Run the Business/Change the BusinessRun the Life /Change the Life

Run the Role Change the Role

Run the Strategy Change the Strategy

Run the Business Change the Business


Responsibilities

ManagementAdvocates of ChangeLeads Kaizen SessionsMakes Adjustment to Optimize WinsSeeks New Ways to Beat the Opponent

(mediocre service)Run the Business Change the Business


Responsibilities

Change MastersFacilitate Team MeetingsDevelop Team Meeting StrategyTeam InteractionChange ManagementLeadership Commitment

See-one, Do-one, Teach-one Team facilitator/strategize

See-one, Do-one,Teach-one Customer Service Trainer


Process Improvement

13. Te am

14. Custome rSe rv ice Board

STEP 5 -Empower broad-based action

STEP 6 - Generate Short Term W ins

STEP 7 - Consolidate gains andproduce more change

1 5 .H o w to

a n ch o r?

Approv al

Imp

lem

en

tati

on


Project Team

Week 1: Foundation: Understand of Mission, Vision, Teams. Define the Problem

Week 2: Diagnose the Cause, Understand Change

Week 3 Generate Solutions, Evaluate Option

Week 4: Finalize Solution; Devise Implementation Plans

Week 5: Prepare For Presentation, Implementation Rollout

Post Implementation: Monitor Status, Adjust Solution, Present Findings

Champion the implementation effort


“How do you evaluate the existing telephone process?”

SatisfactoryUnsatisfactory

96%

4%

47% 53%

0

10

20

30

40

50

60

70

80

90

100

First Survey

Second Survey


Mind-Shift Change Model

Different Results

Do Things

Differently

Think About

Thinking

Think Differently

Mindshift

Mindshift

Mindshift

The Office of Strategic Innovation


Employee Development

17. Tra in ing ModuleBas ed on Need

1 8 . Se e On e C la s s

1 9 . D o On eC la s s

2 0 . Te a chOn e C la s s

STEP 8- Anchor new approachesin the culture

1 6 . Ka izenSe ssio n1 5 .

H o w toa n ch o r?

2 1 . Imp lemen ta tionC omp le te

R ep o rted to C SB


Customer Service Skill Module

Entire StaffSkills Module

5 Modules Basic Customer service Communication Face-to-Face Telephone Conflict Management

Assessments Communication Style Assessment Conflict Management Assessment


Six Basic Service Needs

•Assurance-

•Empathy-

•Tangibles-

•Responsiveness-

•Reliability-

•Respect-

Your knowledge, courtesy, and ability to create a trusting relationship with your customer.

Caring, individualized attention to your customer.

Observable evidence, like a clean facility.

Providing prompt service.

Perform the desired service accurately and dependably.

Treating a customer with dignity and appreciation.


Customer Service Skill Module


Staff Management

Wouldn’t it make more sense if all the staff were patching holes in their system!

Organizational improvement typically Organizational improvement typically is management’s responsibilityis management’s responsibility

change


KaizenGetting environment

(g)rowing togetherLed by ManagementDescribes What Will

ChangeFocuses on the Small

Things That Make A Big Difference

Grow Team Agreement, Compliance and Spirit


Outpatient Pharmacy Improvement # ___ Implementation Date _______ Process Description: Manning the front desk and filling scripts.

__ Error Prevention __ Streamlining X_ Delay Reduction __ Error Detection X_ Friendlier Service __ Culture Builder __ Control __ Cost Effective __ $$ Increased __ Alarm __ Faster Cycle

Before Improvement: (what was happening) Patients always asked what to make their checks payable to, slowing them down from writing their checks ahead of the transaction. Staff also asked for the drivers license which also took extra time for them to search and show it

After Improvement: (how it was fixed) This is an ‘I did it’ kaizen. In place, gaining benefit as we speak. Hopefully there is a professional (keep the color highlight) replacement. Saves 30 seconds per transaction for those patients who don’t know to do this already.

Measurement (how and frequency):

Change Sustainer: (owner name) ???


Outpatient Pharmacy Work Environment Scale (WES) ResultsApril 03 vs. National Health Care Worker

0

1

2

3

4

5

6

7

Category

Av

era

ge

Sc

ore

OP Pharmacy 4/03

Natl Hlth Care, n=4879

Signif icant a=.05

OP Pharmacy 4/03 5.7297 5.8919 6.5135 5.7297 6.3784 5.2973 5.5676 5.1892 5.6486 5.6216

Natl Hlth Care, n=4879 5.4300 5.2400 4.8200 5.2000 5.7000 5.6500 4.5000 5.5700 3.9000 3.7700

Signif icant a=.05

InvolvementCow orker Cohesion

Supervisor Support

AutonomyTask

OrientationWork

PressureClarity

Managerial Control

InnovationPhysical Comfort

No No Yes No Yes No Yes No Yes Yes


Human Capital Organization

Relationship


Are You Ready To Step Out?

The New Way

growing world class service (or any other kind of change)

Documents

customer service trainer

service training

prompt service

desired service

process change slide

kind of change slide

business slide

structure slide