Customer focused quality: what to do on Monday morning
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Englewood Cliffs, NJ
Prentice-Hall
1994
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 261-263) and index |
| Beschreibung: | XIII, 273 S. graph. Darst. 24 cm |
| ISBN: | 013189630X |
Internformat
MARC
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| 100 | 1 | |a Hinton, Tom |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Customer focused quality |b what to do on Monday morning |c Tom Hinton ; Wini Schaeffer |
| 264 | 1 | |a Englewood Cliffs, NJ |b Prentice-Hall |c 1994 | |
| 300 | |a XIII, 273 S. |b graph. Darst. |c 24 cm | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references (p. 261-263) and index | ||
| 650 | 4 | |a Customer services -- Quality control | |
| 650 | 4 | |a Consumer satisfaction | |
| 650 | 4 | |a Total quality management | |
| 700 | 1 | |a Schaeffer, Wini |e Verfasser |0 (DE-588)139111700 |4 aut | |
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Datensatz im Suchindex
| _version_ | 1804138150158663680 |
|---|---|
| adam_text | Contents
PREFACE X1
CHAPTER 1 HOW TO CHAMPION CUSTOMER-FOCUSED
QUALITY 5
How to Begin Quality Does Pay Back Your Organization Is Unique Quality in America: There s Good News and Bad News ... .^9
Getting Buy-In or Concurrence Championing .„
Taking Risks: Breaking the Rules What It Takes to Be a Champion Making Change Without Destroying Value ^
Success Can Breed Success or Failure CHAPTER 2 HOW TO LISTEN TO YOUR CUSTOMERS
AND MEASURE THEIR SATISFACTION 25
27
The Consequences of Complacency ^
Listening to Customer Complaints ^
Listening as a Building Block to Success • • •
Cadillac s Three-Step Approach to Customer Satisfaction . . 32
Determining Who Your Customers Are ^
The Importance of Setting Objectives ^
Preparing a Discussion Guide Scheduling and Conducting Customer Interviews ^
Assimilating and Evaluating Data v
vi Contents
How to Identify Customer Satisfaction Research Firms
That Can Meet Your Needs 45
Working with an External Research Firm 45
Segmenting Your Market 46
Developing the Questionnaire and Sample 47
Understanding the Competition 51
Requesting Data from a Research Firm 51
Analyzing Data 52
Communicating the Results to All Concerned 57
Continually Talking to Your Customers About
Improvement 59
CHAPTER 3 HOW TO LISTEN TO YOUR EMPLOYEES
AND HELP THEM FOCUS ON
THE CUSTOMER 61
A Commitment to Quality Brings About Change 65
Managers Executed for Shoddy Quality Work 65
Why Management Should Listen to Its Employees 66
Preparing for the Assessment Phase 68
The Assessment Process 70
Quality Action Teams 71
How the Ritz-Carlton Hotels Invites Employee
Participation in the Quality Improvement Process 72
Seeing Your Employees as Internal Customers 77
Why People Don t Complain 79
Reviewing Employees Job Functions and Tracking Their
Professional Development 81
Long-Term Professional Development—The Key to
Growth 82
Policies and Procedures That Affect Employees and
Customers Adversely 85
Changing Policies and Procedures 87
Ask Your Customers if Your Training is Effective 89
Acting on Your Data 90
Contents Vll
Large Doses of Formal Individual Recognition and Team
Rewards 90
Environmental Rewards—The Place Where We Work .... 93
CHAPTER 4 HOW TO EVALUATE YOUR PROCESSES TO
BECOME MORE CUSTOMER-FOCUSED 97
Focus on the Process 99
Determining Your Baseline 101
Avoiding the Quick-Fix Solutions 101
How to Find the Root Cause of a Problem 103
Identify the Beginning and End of the Process 104
How to Conduct a Process Evaluation 105
Qualify 107
Quantify 109
Paretoize /Prioritize Ill
How to Get the Important Things Done First 114
CHAPTER 5 HOW TO BENCHMARK AND SET
CUSTOMER-FOCUSED GOALS 117
Benchmarking 119
Realistic Goals and Reachout Goals 133
Setting Goals Based on Customers Expectations 139
CHAPTER 6 HOW TO EDUCATE AND TRAIN YOUR
EMPLOYEES IN THE WAYS OF EXCELLENT
CUSTOMER SERVICE 143
Wanted—Leaders with a Vision 148
The Education of a Leader: Fleetwood Enterprises Glenn
Kummer 148
Choosing Your Path to Total Quality 152
Training Assessment Guidelines 154
Five Steps for Creating an Effective Education and
Training Program 156
The Harris Bank Training Program: Positioning Against
the Competition 162
viii Contents
Calculating the Cost of Creating a Customer-Focused Process 169
Quality Takes Time 170
Lessons Learned 171
Realizing the Aha s of Quality-Driven Service 172
CHAPTER 7 LEADING BY EXAMPLE: HOW TO ACHIEVE
A CORPORATE REPUTATION FOR QUALITY . . 175
Uarco Inc. (Barrington, Illinois) 178
Uarco s Vision and Mission Statement 179
The V-I-S-I-O-N Problem-Solving Method 182
Cadillac Motor Car Company (Detroit, Michigan) 193
Balboa Travel, Inc. (San Diego, California) 204
CHAPTER 8 HOW TO LEAD YOUR STAFF IN THE PURSUIT
OF QUALITY 213
Philip C. Lee, Founder
The Leader s Edge (San Diego, California) 216
Aleta Holub, Manager, Quality Assurance
The First National Bank of Chicago (Chicago, Illinois) . . 224
The Path to Quality 228
CHAPTER 9 CHAMPIONING QUALITY:
PEOPLE, PRINCIPLES, PROCESSES,
AND PERFORMANCE 229
Making a Commitment to Lead The Way 234
The Four Sacred Obligations of Management 236
Motorola Beliefs, Goals, and Initiatives 241
Putting It All Together 242
APPENDIX 1 THE MALCOLM BALDRIGE AWARD
AND CRITERIA 245
Baldrige Award Core Concepts and Values 248
Incorporating the Core Values in the Baldrige Award .... 253
Baldrige Award Criteria Framework 254
Contents ix
APPENDIX 2 MISSION AND VISION STATEMENTS 257
Naval Amphibious Base, Coronado, CA 259
AT T Universal Card Services Corp 260
AT T Transmission Systems 260
Uarco 260
Bibliography 261
Index 265
|
| adam_txt |
Contents
PREFACE X1
CHAPTER 1 HOW TO CHAMPION CUSTOMER-FOCUSED
QUALITY 5
How to Begin Quality Does Pay Back Your Organization Is Unique Quality in America: There's Good News and Bad News . .^9
Getting "Buy-In" or Concurrence Championing .„
Taking Risks: Breaking the Rules What It Takes to Be a Champion Making Change Without Destroying Value ^
Success Can Breed Success or Failure CHAPTER 2 HOW TO LISTEN TO YOUR CUSTOMERS
AND MEASURE THEIR SATISFACTION 25
27
The Consequences of Complacency ^
Listening to Customer Complaints ^
Listening as a Building Block to Success • • •
Cadillac's Three-Step Approach to Customer Satisfaction . . 32
Determining Who Your Customers Are ^
The Importance of Setting Objectives ^
Preparing a Discussion Guide Scheduling and Conducting Customer Interviews ^
Assimilating and Evaluating Data v
vi Contents
How to Identify Customer Satisfaction Research Firms
That Can Meet Your Needs 45
Working with an External Research Firm 45
Segmenting Your Market 46
Developing the Questionnaire and Sample 47
Understanding the Competition 51
Requesting Data from a Research Firm 51
Analyzing Data 52
Communicating the Results to All Concerned 57
Continually Talking to Your Customers About
Improvement 59
CHAPTER 3 HOW TO LISTEN TO YOUR EMPLOYEES
AND HELP THEM FOCUS ON
THE CUSTOMER 61
A Commitment to Quality Brings About Change 65
Managers Executed for Shoddy Quality Work 65
Why Management Should Listen to Its Employees 66
Preparing for the Assessment Phase 68
The Assessment Process 70
Quality Action Teams 71
How the Ritz-Carlton Hotels Invites Employee
Participation in the Quality Improvement Process 72
Seeing Your Employees as Internal Customers 77
Why People Don't Complain 79
Reviewing Employees' Job Functions and Tracking Their
Professional Development 81
Long-Term Professional Development—The Key to
Growth 82
Policies and Procedures That Affect Employees and
Customers Adversely 85
Changing Policies and Procedures 87
Ask Your Customers if Your Training is Effective 89
Acting on Your Data 90
Contents Vll
Large Doses of Formal Individual Recognition and Team
Rewards 90
Environmental Rewards—The Place Where We Work . 93
CHAPTER 4 HOW TO EVALUATE YOUR PROCESSES TO
BECOME MORE CUSTOMER-FOCUSED 97
Focus on the Process 99
Determining Your Baseline 101
Avoiding the "Quick-Fix" Solutions 101
How to Find the Root Cause of a Problem 103
Identify the Beginning and End of the Process 104
How to Conduct a Process Evaluation 105
Qualify 107
Quantify 109
"Paretoize" /Prioritize Ill
How to Get the Important Things Done First 114
CHAPTER 5 HOW TO BENCHMARK AND SET
CUSTOMER-FOCUSED GOALS 117
Benchmarking 119
Realistic Goals and Reachout Goals 133
Setting Goals Based on Customers' Expectations 139
CHAPTER 6 HOW TO EDUCATE AND TRAIN YOUR
EMPLOYEES IN THE WAYS OF EXCELLENT
CUSTOMER SERVICE 143
Wanted—Leaders with a Vision 148
The Education of a Leader: Fleetwood Enterprises' Glenn
Kummer 148
Choosing Your Path to Total Quality 152
Training Assessment Guidelines 154
Five Steps for Creating an Effective Education and
Training Program 156
The Harris Bank Training Program: Positioning Against
the Competition 162
viii Contents
Calculating the Cost of Creating a Customer-Focused Process 169
Quality Takes Time 170
Lessons Learned 171
Realizing the "Aha's" of Quality-Driven Service 172
CHAPTER 7 LEADING BY EXAMPLE: HOW TO ACHIEVE
A CORPORATE REPUTATION FOR QUALITY . . 175
Uarco Inc. (Barrington, Illinois) 178
Uarco's Vision and Mission Statement 179
The V-I-S-I-O-N Problem-Solving Method 182
Cadillac Motor Car Company (Detroit, Michigan) 193
Balboa Travel, Inc. (San Diego, California) 204
CHAPTER 8 HOW TO LEAD YOUR STAFF IN THE PURSUIT
OF QUALITY 213
Philip C. Lee, Founder
The Leader's Edge (San Diego, California) 216
Aleta Holub, Manager, Quality Assurance
The First National Bank of Chicago (Chicago, Illinois) . . 224
The Path to Quality 228
CHAPTER 9 CHAMPIONING QUALITY:
PEOPLE, PRINCIPLES, PROCESSES,
AND PERFORMANCE 229
Making a Commitment to Lead The Way 234
The Four "Sacred" Obligations of Management 236
Motorola Beliefs, Goals, and Initiatives 241
Putting It All Together 242
APPENDIX 1 THE MALCOLM BALDRIGE AWARD
AND CRITERIA 245
Baldrige Award Core Concepts and Values 248
Incorporating the Core Values in the Baldrige Award . 253
Baldrige Award Criteria Framework 254
Contents ix
APPENDIX 2 MISSION AND VISION STATEMENTS 257
Naval Amphibious Base, Coronado, CA 259
AT T Universal Card Services Corp 260
AT T Transmission Systems 260
Uarco 260
Bibliography 261
Index 265 |
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| author | Hinton, Tom Schaeffer, Wini |
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| isbn | 013189630X |
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| spelling | Hinton, Tom Verfasser aut Customer focused quality what to do on Monday morning Tom Hinton ; Wini Schaeffer Englewood Cliffs, NJ Prentice-Hall 1994 XIII, 273 S. graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 261-263) and index Customer services -- Quality control Consumer satisfaction Total quality management Schaeffer, Wini Verfasser (DE-588)139111700 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016833744&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hinton, Tom Schaeffer, Wini Customer focused quality what to do on Monday morning Customer services -- Quality control Consumer satisfaction Total quality management |
| title | Customer focused quality what to do on Monday morning |
| title_auth | Customer focused quality what to do on Monday morning |
| title_exact_search | Customer focused quality what to do on Monday morning |
| title_exact_search_txtP | Customer focused quality what to do on Monday morning |
| title_full | Customer focused quality what to do on Monday morning Tom Hinton ; Wini Schaeffer |
| title_fullStr | Customer focused quality what to do on Monday morning Tom Hinton ; Wini Schaeffer |
| title_full_unstemmed | Customer focused quality what to do on Monday morning Tom Hinton ; Wini Schaeffer |
| title_short | Customer focused quality |
| title_sort | customer focused quality what to do on monday morning |
| title_sub | what to do on Monday morning |
| topic | Customer services -- Quality control Consumer satisfaction Total quality management |
| topic_facet | Customer services -- Quality control Consumer satisfaction Total quality management |
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