CUSTOMER SATISFACTION: THE
CORNERSTONE OF QI
Chris Bujak, Continual Impact, LLC
Beth Pierson, Franklin County Department of
Public Health
Who Are They?
What Do They Want?
How Do I Add More Value For Them
Than Ever Before?
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© 2012 Continual Impact LLC
For This Workshop, You Are
The Customer
What are your expectations?
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© 2012 Continual Impact LLC
How About This For An
Objective?
TO: Explore the ways organizations can improve focus
on their Customers.
FOR: You, your teams and the Customers you serve
BY:
• Discussing the key elements and methods that create
a stronger customer focus in your organization
• Seeing an example of an organization trying to
improve
• A quick workshop to self diagnose your
organization, find gaps and consider improvements
SO THAT: You are more successful in your Vision of
serving them
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© 2012 Continual Impact LLC
Customers: Why Do You Care?
“The customer is the most important part of
the production line. Without someone to
purchase our product, we might as well shut
down the whole plant.” W Edwards Deming
Why does your organization exist?
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Do Customers want your product or service?
Is it at the optimum performance and price?
A quality delivery each and every time?
More so every year? Do you “delight” them?
© 2012 Continual Impact LLC
Customers and High
Performing Organizations
• High performing organizations use a deep
understanding of Customer values* to drive
all decision making
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Organization improvement plans
Improvement projects and events
Daily interactions with Customers
Identifying products, services and features to add
• They create a culture where everyone
understands the Customers’ values and acts
accordingly in their daily activities
*Values- an experience a customer seeks to have or avoid
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© 2012 Continual Impact LLC
Who Is My Customer?
• Customer: Uses the offering; whose success
your offering is to enable immediately
• Stakeholder: Have requirements that you
must satisfy if you are to succeed in your
purpose
• Getting a flu shot
Do not detract
• Child getting the shot?
from the
• Parent?
primary
• Medical professional?
responsibility
• Funding source or Society?
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© 2012 Continual Impact LLC
Inside the Organization:
Are We Each Others
Customers?
+ Thinking of each other as a “customer” can
be positive
+ Requires we consider their needs
- Taken to an extreme, it can detract from
satisfying the recipient of the offering—the
real Customer
- Internal requirements can add time and cost that
reduce the true Customers’ satisfaction
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© 2012 Continual Impact LLC
Customers Can Have Different
Values
• Customers for the same offering can have
different sets of preferences, expectations
and requirements
• They can differ depending on a number of
factors (E.g. age, sex, ethnic background,
location)
• Differences may exist between Customers
and their Customers
• It is important to understand all of the
above and react to them
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© 2012 Continual Impact LLC
Characteristics of Values
• They are often more than simple
requirements
• Include essentials and features that must be there
• …and features that they may not expect however
would delight them and win greater response
• Do not have the same importance
• Prioritization may be necessary
• Have limits with regard to price
• Value=f(performance/price) from the perspective
of the Customer
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© 2012 Continual Impact LLC
Some values
are
expected,
some delight
MUST BE’s: If absent, rejection of offering; no additional satisfaction
SATISFIERS: the more present, the greater the satisfaction
DELIGHTERS: When absent, a neutral reaction; when present, excites
the Customer
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© 2012 Continual Impact LLC
Characteristics of Values Have
Two Categories
• What do Customers care about in the offering?
• Products: Physical or intellectual objects
• Function, Form, Fit, Finish
• Services: What they alter or create and how it is done
• Activities, Setting, Provider
• What do Customers care about in the buyingbenefitting experience?
• How are the features of your offering experienced by
the Customer (I,e, access, acquire, prepare to use,
and use)?
• The “drive by” flu clinic; 4 hr ER wait times
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© 2012 Continual Impact LLC
How Do You Find Out What
Customers Value?
• There are many “listening posts”
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Surveys
Complaint systems
Walk in their shoes
Focus groups
Published information
• As you listen, search for 3 items:
• What is important
• How well you are doing
• Are there insights into “delighters”
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© 2012 Continual Impact LLC
Basic Steps in Survey Use
1. Set the Focus; Goal, Understanding desired
2. Identify members of target audience
3. Plan the survey; Establish sampling
strategy, method of distribution
4. Build survey; questions and response
options
5. Pilot the survey; extract learning
6. Administer the survey and monitor
7. Analyze and Interpret
8. Uncover areas of strength and improvement
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© 2012 Continual Impact LLC
• More advanced
statistics
• Evaluation Matrix
(eg Quality
Function
Deployment (QFD))
• Paired
Comparisons
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Dissatisfied
• Simple statistics
(eg highest mean
levels)
Satisfied
Survey Analysis: Uncover Areas
of Strength and For
Improvement
Opportunity
Low Importance
© 2012 Continual Impact LLC
High Importance
Use Your Knowledge of
Customer Values
• Yearly planning for improvement
• Use the opportunities as targets for improvement
• Identify which components of the organization or major
processes have the greatest impact on the target
• Guiding improvement projects and events
• Make improvements in work processes by eliminating wastes
that impact Customer satisfaction
• Drive quality into every operation
• Convert the values to measureable requirements
• Educate team members to detect gaps
• Cause and Effect analysis of problems
• Evaluate proposed features against Customer values
(eg an evaluation matrix such as QFD)
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© 2012 Continual Impact LLC
Takeaways
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The importance of the Customer
Know who they are
Find what they value; the basics and delights
Identify your strengths and areas of opportunity
Use the knowledge to improve; what features of
your offering and processes have the greatest
impact on Customer satisfaction? What needs to
change?
6. Make focus on the Customer part of the culture!
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© 2012 Continual Impact LLC
BETH PIERSON AND FRANKLIN
COUNTIES’ JOURNEY TO
IMPROVING CUSTOMER FOCUS
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© 2010 Continual Impact LLC
Building the Foundation
Cornerstones
Building
Pickles
Working Session
• Let’s try a self evaluation of your current
state
• Brief “Customer Focus” diagnostic
• Group discussion
• Common gaps and issues
• What kinds of actions can be undertaken to close
the gaps?
• What kinds of actions do you have underway or
planned?
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© 2010 Continual Impact LLC
Plus Delta
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Did we achieve our goal for today?
What was valuable?
What was not?
What additional information would you like?
© 2010 Continual Impact LLC