2012
Leadership
Conference
Thoughts on Improving Service Quality
Lou Davenport, Assistant District Director, Lancaster (PA)
Hal Finkelstein, Chapter Chair, South Palm Beach (FL)
Quality Definitions and Process Management
Managing process improvement is the essence of
quality management.
Managing Quality = managing processes for
continuous improvement
Quality Definitions and Process Management
The definition of Quality is “Conformance to
Customer Requirements” (meeting the
customer’s requirements for the output of the
work process)
Quality means doing exactly what we said we
would do—meet the customer’s requirements
(wants, needs, expectations)
Quality Definitions and Process Management
The Requirements for a process are established
between the supplier and customers.
Requirements may be negotiated between the
supplier and customers
Requirements must be a) mutually understood,
b) mutually agreed and c) capable of being
achieved
Quality Definitions and Process Management
In order to produce quality output, four controlling
variables are essential:
•
•
•
•
Policies, Practices, Procedures (Definition)
Equipment, Facilities
Training, Knowhow
A Performance Standard
If any of these four controlling variables are flawed or missing,
the work process cannot produce quality output.
The Need for Quality Improvement
•
•
•
•
•
Satisfy customers
Eliminate hassles
Improve job satisfaction
More fun, more time
More success in fulfilling our mission
SCORE Quality Measurement & Management
1)
2)
3)
4)
5)
Net Promoter Score (NPS)
Long Term Mentoring Rate
% Follow-0n Rate
Local Services Index (LSI)
Client Attribution
Provide “white paper” on this subject
Chapter Operations Impact
--Performance Reporting-Quality Metrics
Quantity Metrics
Excel spreadsheet example
Position Statement
Vice President-Client Services Quality
(Vice Chair, Committee, etc.)
• Systems and Process for Which This Position is
Responsible and Accountable
• List of Work Tasks That Must Be Completed
• The Standards to Which the Work Must Comply
• What Results Will This Position Be Expected to
Produce
Role of “Mentoring Methodology” Training
All of our volunteers have years of pragmatic
business management experience
• Does that make them automatically qualified as a
superb client counselor?
• What is the role of MM training? Should all
counselors be required to become certified in
MM?
• What is the role of continuous counselor training
and education?
Aligning with District Resources
• Should there be a district VP of Client Services
Quality to provide focus on this key to our
success?
• How would you define the roles and
responsibilities of this district job?
• How about a similar position at the national
level?
Volunteer Engagement Survey
“A priority area for improvement that is significantly
impacting volunteer engagement is a need for more
performance feedback.Volunteers are looking for
timely, useful and continuing feedback that will help
them improve their service to clients.”
Can this approach to client services quality
improvement serve to fulfill this need?
Risks
If communicated and executed incorrectly
(wrong person in role, role is perceived as
bureaucratic, volunteers feel feedback is
negative), we run the risk of alienating
many volunteers and doing more harm
than good.
ONE CHAPTER’S JOURNEY TO
EXCELLENCE
SOUTH PALM BEACH SCORE
First Steps: 2007
1. Evaluated chapter’s reputation
i.
Self discovery
a)
Did a survey of all counselors
b)
Interviewed random counselors
c)
Brainstormed counselors concerns
ii.
Consulted with outside experts
iii.
Did a survey of clients
iv.
Did an extensive survey of random business
people in our area
Processes
- Solve chapter counselor problems
- Solve business community problems with
SCORE
Chapter Counselor Solutions
1. Analyze survey findings relating to counselors and
develop process to fix issues.
i. Counselor Training Team (CTT)
a) CTT Chairman invited to sit in on EC and
reports to chair
b) CTT responsible to do whatever it takes to
train all counselors in mentoring, tech, etc.
Ongoing.
Chapter Counselor Solutions
2.
Developed surveys to test satisfaction of
clients and quality of services.
3.
Developed an extensive counselor training
manual.
4.
Conduct peer to peer counselor reviews on
mentoring procedures and other quality and
dress standards.
Chapter Counselor Solutions
5. Interview and train new applicants.
6. Monitor caseloads, select teams to counsel,
match client needs.
7. Maintain counselor profiles, keeping them up
to date.
Business Community Solutions
1. Analyze surveys of clients and local businesses.
2. Chapter Chair takes responsibility to improve
client and business community satisfaction.
i. Evaluated surveys with outside experts.
ii. Randomly called clients and past clients;
called and visited the general business
community.
Business Community Solutions
Misconceptions:
• SCORE is old-fashioned, behind the times.
• You’ve been away from business much too
long.
• You do not work with us to solve problems.
• You cannot address my immediate needs.
• Your competition is more modern.
• I get what I need on the Internet.
Business Community Solutions
1. Attracted counselors recently out of business and/or
still involved with the business community.
2. Let go counselors that cannot deal with today’s
business.
3. Become a solution-oriented chapter – solve clients’
problems at their place of business and advertise same.
Business Community Solutions
4. Operate chapter as an OODA (BOYD)
entrepreneurial enterprise – think outside of
the box.
5. Developed several business outreach
programs: we go where the businesspeople
hang out.
Business Community Solutions
6. Developed cutting-edge “How To” business
programs to demonstrate our usefulness in
helping businesses increase their sales.
7. Major business conferences for the community,
300-500 in attendance.
8. Host “start-up” weekends.
Business Community Solutions
9. Fast track entrepreneurial program.
10. Advisory teams for corporations doing over
$1 million in revenue per year.
11. Team with large corporation to help their
small business sub-contractors and customers.
Test,Test,Test & Tweak
Client must be given and/or shown solutions to their problem.
All seminars and workshops are taught by our own counselor experts.
Chapter Chair and CTT constantly survey clients and counselors to
keep on top of quality.
Counselors must be allowed to exercise their entrepreneurial judgment
within our chapter’s framework.
Our client is our mission – unhappy clients will put us out of business.