Topic8ACustomerFocusedOrganization第八講以顧客課件

1、Topic 8 : A Customer Focused Organization:第八講：以顧客為中心的機構(gòu)：Using Assessment and Continuous Improvement to Drive Performance以評估和持續(xù)不斷的改善來提升績效Rick LuceMay 11, 2009第1頁，共36頁。We Need a Systems Approach我們需要一個系統(tǒng)方法The human body is a system, our subsystems work together to keep us healthy人體是一個系統(tǒng)，我們的子系統(tǒng)會一起運作讓我們保

2、持健康Research libraries are systems, requiring a management system to keep the subsystems working together to be healthy研究圖書館的健康運作，需要依賴管理系統(tǒng)使子系統(tǒng)一起運作Anyone who learns to see the organization as a system can never again feel satisfied with “improvement” initiatives which simply change staffing and the or

3、g chart but do not tackle the system itself任何曉得把組織看成一個系統(tǒng)的人，決不會滿足于那些只是改變?nèi)耸潞徒M織架構(gòu)而不解決系統(tǒng)本身問題的“改善”計劃c Rick Luce, HKUL, May 2009 c第2頁，共36頁。Where Assessment Fits適於評估的元素Assessment a method of planning for improvement評估 計劃改善的方法Catalyst for organizational change (not a quick fix)組織轉(zhuǎn)變的催化劑而不是捷徑Gain staff unders

4、tanding for need for improvement & commitment to shared improvement goals贏取員工對改善及分擔共同改善目標之重要性的理解c Rick Luce, HKUL, May 2009 c第3頁，共36頁。Where Assessment Fits適於評估的元素Ideally a performance measurement matrix balancing:理想的績效評估矩陣會評衡：Quality = customer defined goodness internal & external質(zhì)量 = 顧客定義為優(yōu)質(zhì)者 內(nèi)部顧客及

5、外部顧客Time = speed, how fast is the response, agility時間 = 速度，反應有多迅速，敏捷度Cost = resources spent on people, processes, or organizational shifting or rework成本 = 投放于人力上的資源， 流程，組織變動或重整c Rick Luce, HKUL, May 2009 c第4頁，共36頁。Performance Measures: our Vital Signs績效量度 : 如我們的生命徵象Statements without performance mea

6、sures are wishful thinking - without data, we dont know沒有績效量度的報告只是主觀愿望而已 沒有數(shù)據(jù)，我們不得而知All libraries have volume or transaction data - provides no process insight所有圖書館均有數(shù)量或處理數(shù)據(jù) - 沒有提供流程分析Move from a focus on product metrics to process metrics把焦點從產(chǎn)品量度移向流程量度Process performance (statistics, run charts, va

7、riation)流程量度 (統(tǒng)計，走勢圖 ，變動）c Rick Luce, HKUL, May 2009第5頁，共36頁。Performance Metrics績效衡量指標Getting to the right metrics找出“恰當”的衡量指標What is the value equation?什么是價值等式?How do we compare & differentiate ourselves?如何比較和突出自己?Focus on : Customer, process, sponsorship metrics 集中于： 顧客，流程，贊助項目的衡量指標 c Rick Luce, HK

8、UL, May 2009第6頁，共36頁。Hedgehog View: Constancy of Purpose 持之以恒What are webest at?我們的最強項是什么?What are wepassionate about?什么事我們會熱心去做?What drives our valueengine?什么驅(qū)動我們的價值引擎?Adapted from: Jim Collins. Good to Great. 2001c Rick Luce, HKUL, May 2009 c第7頁，共36頁。ID Key Success Factors成功的重要因素Characteristics of

9、 successful organizations:* 成功機構(gòu)的特色Do something others cannot do 做一些別人做不到的事情Do something well that others do poorly, or 把一些別人做不好的事情做好, 或者Do something others have great difficulty doing well 做一些別人極難做得好的事情*Prahalad and Hamel. The Core Competencies of the Corporation. HBR, May/June 1990.c Rick Luce, HK

10、UL, May 2009 c第8頁，共36頁。ID Key Success Factors成功的重要因素10-15% of research libraries content / services are unique 10-15% 的研究圖書館的內(nèi)容或服務(wù)均有其獨特性What % of the budget resources support that?其得到的經(jīng)費百分比是多少?*Prahalad and Hamel. The Core Competencies of the Corporation. HBR, May/June 1990.c Rick Luce, HKUL, May 20

11、09 c第9頁，共36頁。Management Principles of Successful Organizations成功機構(gòu)的管理原則Strong customer focus 強烈的顧客至上的信念Effective leadership 有效的領(lǐng)導Continuous improvement and learning持續(xù)改善和學習Management by fact基于事實的管理Fast response快速反應Long-range view of the future長遠的觀念Results orientation結(jié)果取向Cooperation, teamwork,partneri

12、ng合作，團隊，伙伴c Rick Luce, HKUL, May 200 c第10頁，共36頁。Follow the Leaders跟隨領(lǐng)導者Malcolm Baldrige National Quality Award: recognizes organizations practicing the most effective management methods美國國家質(zhì)量獎：表揚正實施最有效管理方法的機構(gòu)High performance is sustainable due to good management practices良好的管理作風可令高績效持續(xù)下去Analysis of

13、600 winners over 10 years: growth = 2.5 times as fast as peers, more than 2X more profitable10年來600個得獎機構(gòu)的分析：增長= 同行的2.5倍，增加2倍以上的利潤Examines approach, deployment and results評估方法，部署和結(jié)果c Rick Luce, HKUL, May 200 c第11頁，共36頁。Baldrige Criteria for Performance ExcellenceBaldrige卓越績效準則Leadership Strategic Pla

14、nning Student, Stakeholder, and Market FocusMeasurement, Analysis, and Knowledge Management Workforce Focus Process Management Results c Rick Luce, HKUL, May 2009 c領(lǐng)導 策略規(guī)劃學生，項目相關(guān)人員，及市場焦點量度，分析及知識管理以員工為本流程管理結(jié)果Requires a system both in approach and deployment需要有系統(tǒng)的方法和配置第12頁，共36頁。Baldrige Applications:

15、Lessons Learned包立治模式的應用：獲取的經(jīng)驗Accelerated learning using Baldrige framework用包立治架構(gòu)快速學習“System” is tough to integrate all at once“系統(tǒng)”有能力立刻融合所有的東西“Be patient, have discipline” Deming“耐心,有紀律” Importance of supplier partnerships與供應商的合作關(guān)系的重要性Difficulty of language translation翻譯語言的困難Benchmarking data - time

16、 series data for competitors couldnt be obtained from libraries標桿分析法數(shù)據(jù)競爭對手的時間序列數(shù)據(jù)沒法從圖書館得到c Rick Luce, HKUL, May 2009 c第13頁，共36頁。Benchmarking 標桿分析法Process for gaining and applying knowledge to improve business process performance via study of current practices是獲取和運用知識以藉研究現(xiàn)行的方法提升業(yè)務(wù)流程績效A means of using

17、 data to identify magnitudes and reasons for variances in performance.利用數(shù)據(jù)找出績效差異的大小和原因的方法Intent: comparative process data, best practices目的: 比較流程數(shù)據(jù)，最好的方法Analyze the operation, know the competition & industry leaders分析運作過程，認識競爭形勢和行業(yè)領(lǐng)導Incorporate the best of the best - become the new benchmark將成就最佳者列入

18、標桿范圍 c Rick Luce, HKUL, May 2009 c第14頁，共36頁。Missing from Research Library Portfolios研究圖書館的組合所缺乏的Customer satisfaction index: (delight & loyalty) and perceived value顧客滿意度指標 (顧客快樂感及忠誠度) 及認知價值Product / service quality (defined by the customer)產(chǎn)品或服務(wù)質(zhì)量 (由顧客定義)Process and operational performance - cycle t

19、ime, productivity流程及運作表現(xiàn)周期，生產(chǎn)力Employee satisfaction learning, morale, training, alignment of strategy direction and rewards員工滿意度 學習，道德，培訓，配合策略方向與回報c Rick Luce, HKUL, May 2009 c第15頁，共36頁。Missing from Research Library Portfolios研究圖書館的組合所缺乏的Measuring supplier performance - quality, process variables, p

20、rice competitiveness, overall ease of doing business評估供應商的表現(xiàn) 質(zhì)量， 流程變數(shù)，價格競爭力，生意往來的順暢度Financial: cost/value matrix, return on investment, cost avoidance財政：成本/價值矩陣,，投資回報，成本規(guī)避c Rick Luce, HKUL, May 2000 c第16頁，共36頁。Customer Satisfaction Metrics顧客滿意度指標Maturing our satisfaction assessment完善滿意度評估Level 1 Sat

21、isfaction surveys: happiness meters階段1 滿意度調(diào)查：“開心指標”Level 2 - Whats important analysis of customer importance & satisfaction levels階段2 甚么是重要的 顧客重要性及滿意度分析Level 3 - How do we rate against best in industry階段3 怎樣參照行業(yè)中之最佳者而評分See it from the customers eyes從顧客的角度看c Rick Luce, HKUL, May 2009 c第17頁，共36頁。Surve

22、y: Importance and Satisfactionc Rick Luce, HKUL, May 2009 c第18頁，共36頁。Survey: Importance and Satisfactionc Rick Luce, HKUL, May 2000 c第19頁，共36頁。Customers Rank Output Processesc Rick Luce, HKUL, May 2009 c第20頁，共36頁。Formal Listening Strategies鄭重其事的聆聽策略Quarterly survey季度調(diào)查Quantitative + comments, sugges

23、tions數(shù)量化的+意見+建議Customer Comments顧客意見Unsolicited feedback, complaints 主動提供的回應，投訴Outreach外展服務(wù)Comments, suggestions意見，建議Voice of Customer顧客的聲音Future needs and dialog未來的需要及對話Type Information Gathered把收集到的資料分類Listening Strategy聆聽策略c Rick Luce, HKUL, May 200 c第21頁，共36頁。Formal Listening Strategies鄭重其事的聆聽策略

24、Focus groups焦點小組Product iteration and usage feedback產(chǎn)品迭代及用途響應Point of contact - customer representative聯(lián)系點顧客代表Key quality factors, feedback重要的質(zhì)量因素， 反饋Marketing booth市場推廣攤位Comments, suggestions, complaints意見、 建議、 投訴Advisory Board咨詢委員會Feedback, advice回應，建議Type Information Gathered把收集到的資料分類Listening St

25、rategy聆聽策略c Rick Luce, HKUL, May 200 c第22頁，共36頁。High ImportanceLow SatisfactionL Satisfaction HL Importance HIdentifying & Prioritizing OpportunitiesHigh ImportanceHigh SatisfactionLow ImportanceHigh Satisfaction “Action Required!”Low ImportanceLow Satisfactionc Rick Luce, HKUL, May 2000 c第23頁，共36頁。

26、Process to determine future requirement決定未來需要的步驟Ask what the customer expects查詢顧客期待什么What would we have done to make this a fabulous success? 有甚么事若我們做了就能把這變成難以置信的成功?Measure results - formal customer feedback system量度結(jié)果正式顅客回饋機制Management by fact, client sets the bar基于事實的管理，標準由顧客定出Customer management顧

27、客管理c Rick Luce, HKUL, May c第24頁，共36頁。Process to determine future requirement決定未來需要的步驟Communicate results throughout the organization so everyone can take action將結(jié)果在機構(gòu)上下溝通，則人人皆可赴諸行動What happened in the process? 過程中發(fā)生了甚么Process decisions tied to data根據(jù)數(shù)據(jù)作流程決策Customer management顧客管理c Rick Luce, HKUL, M

28、ay c第25頁，共36頁。Absolute Customer Focus絶對以顧客為中心Maturing satisfaction assessment完善滿意度評估Level 1 - happiness meter (are you happy or not?)階段1 滿意度調(diào)查：“開心指標”你是否開心？Level 2 - whats important 階段2 甚么是重要的 Analysis of customer importance & satisfaction levels顧客重要性及滿意度分析Level 3 - How do we rate against best in ind

29、ustry階段3 怎樣參照行業(yè)中之最佳者而評分See it from the customers eyes 從顧客的角度看c Rick Luce, HKUL, May 2000 c第26頁，共36頁。Measures that matter工作評估Align library vital signs with the organizations drivers圖書館的重要工作指標與機構(gòu)的驅(qū)動因子配合Quality of product and processes產(chǎn)品及流程質(zhì)量Innovation創(chuàng)意Research leadership研究的領(lǐng)導Brand identity品牌形象識別Growi

30、ng market share增長中的市場占有率Reducing new product development time縮短新產(chǎn)品的開發(fā)時間Ability to attract and retain employees吸引及挽留員工的能力Credibility可信性c Rick Luce, HKUL, May 2009 c第27頁，共36頁。Avoiding Pitfalls避開陷阱Measures that dont focus on strategy評估偏離策略的事情No accountability無問責性Too many initiatives計劃太多Forgetting large

31、r organizational 忽略了更重要的機構(gòu)驅(qū)動因子 drivers Lack of discipline無紀律Insulating researchers and managers 在學術(shù)溝通問題上與研究及管理 from scholarly communication issues 人員缺乏溝通No action without a plan, no plan without data無計劃，無行動；無數(shù)據(jù)，無計劃c Rick Luce, HKUL, May 2009 c第28頁，共36頁。Customer focus: 以客為先Satisfaction, loyalty, valu

32、e-added滿意度，忠誠度，為顧客創(chuàng)造價值2. Product quality: 產(chǎn)品質(zhì)量E.g., accessibility, usability, accuracy, completeness例如：可及性，可用性，準確性，完整性3. Operational process performance: 運作流程績效Productivity, competitiveness, cycle time 生產(chǎn)力，競爭力，周期Business Scorecard - Desired Business Results企業(yè)記分卡期望的經(jīng)營結(jié)果c Rick Luce, HKUL, May 2009 c第2

33、9頁，共36頁。4. High performance workforce: 高績效員工Organization performance assessment, formal process changes, employee satisfaction 機構(gòu)績效評估，規(guī)范流程的轉(zhuǎn)變，員工滿意度5. Prestigious reputation - output results聲譽輸出結(jié)果Strategic performance results, benchmark results, external assessment scores 策略績效結(jié)果，標竿結(jié)果，外部評核分數(shù)Business S

34、corecard - Desired Business Results企業(yè)記分卡期望的經(jīng)營結(jié)果c Rick Luce, HKUL, May 2000 c第30頁，共36頁。A Tale of 2 Libraries: Budget Allocations$Mc Rick Luce, HKUL, May 2000 c第31頁，共36頁。Payoff for Successful Quality Implementationc Rick Luce, HKUL, May 2000 c第32頁，共36頁。Principles for Successful Organizations成功機構(gòu)的原則Str

35、ong customer focus 強烈的顧客至上的信念Effective leadership 有效的領(lǐng)導Continuous improvement and learning 持續(xù)攺善和學習Management by fact基于事實的管理Fast response 快捷的回應Long-range view of the future 長遠的觀念Results orientation 結(jié)果取向c Rick Luce, HKUL, May 2009 c第33頁，共36頁。Any road will do if the destination is unknown路是人走出來的The journey to truly superior performance is neither for the faint of heart nor for the impatient. 追求真正的優(yōu)秀表現(xiàn)并非膽小怕事或無耐性者可為The development of genuine expertise requires struggle, sacrifice, and hon