Quality Progress - December 2013 - (Page 8)

exPeRTANSwe R Measuring customer experience to know how to uncover and establish your to make sure they get this part, as it is crucial Q: I am trying to develop appropriate cus- own metrics. to the success of the initiative. You are now tomer experience metrics for service delivery There are two important tasks that must ready to start testing for alignment between touch points at a financial institution, such be completed: a current-state assessment the identified metrics and the associated as automated teller machines, internet bank- and a future-state design. There are at least levers. This is where you learn whether you ing, point of sale, mobile banking and bank two schools of thought here. One position is have the correct data so that you know the branches. These metrics should be linkable to not to bother with the current state. It will needle will go in the correct direction when appropriate business financial performance only serve to put you in a box consisting of you turn a dial. Here is an example of apply- outcomes, such as profitability, deposit liabil- existing paradigms. The other way to think ing this thought process: ity growth and value of new accounts. Can about this is in terms of a gap assessment. someone who has worked on this help? It is easy to debate that without the current happy with the number of times they are state and future state, it is impossible to handed off during one of their calls to your know what gaps need closing. organization. Your data also show there is a Fajimi Oladapo London You find out that your customers are not So where do you start? Consider estab- correlation between the number of handoffs A: In today's environment-where every lishing your current-state baseline. As part of and the number of times a cross-selling op- dollar not only counts, but is absolutely vital this exercise, it is critical to know the current portunity is successful. You decide to invest to long-term viability-you want to make performance levels for all dimensions, not in training to reduce the number of handoffs sure that expenditures are moving the ap- just customer experience. In the past, I have by increasing the breadth of knowledge your propriate dials. In this case, it sounds like taken a substantial matrix of data, correlated call center personnel have. After a period of you want to make sure that the expense the data against itself and evaluated it for time, the cross-selling rate improves. designated to improve customer experience cause and effect. This narrows down the not only improves the customer experience, data from the trivial many to the vital few. but also improves some associated financial measurements. Here is something important to remem- Next, or perhaps even concurrently, consider asking your customers what is impor- In this example, you were able to turn the dials (take action to reduce handoffs) and see a positive resulting outcome. This response to your question does not tant to them in terms of customer experience. give a listing of metrics. Rather, it gives an ber: There are no silver bullets when it comes Conduct surveys, interviews, focus groups approach to get the metrics you need. Too to metrics. More important than a catalog of or workshops to obtain the voice of the many times, individuals look for silver bullets potential metrics is a process to generate the customer (VOC). You may want to consider a that just do not exist. A good process is bet- metrics that you need, not a list of metrics benchmarking exercise and research to find ter than a silver bullet any day. that has worked for someone else. You need out what others are doing in this space. Keith Wagoner At this point, you have AVP Partner Solutions your current state, potentially Lincoln Financial Group know what the future state Greensboro, NC looks like, and you have the VOC. You have a nice data set SPC for low-volume assembly that you can leverage for con- Q: How can assembly manufacturing orga- versation. Bring in functional nizations meaningfully implement statistical leaders and start asking what process control (SPC) if they are purchasing they really need to run their all parts and assembling only a few units per area. Sometimes, leaders month? struggle with understanding the outputs (the "Y" vari- 8 QP * www.qualityprogress.com A: Let's first interpret "a few units" as 30 or ables). Spend time with them less per month. For the purchased parts, http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - December 2013

Up Front
LogOn
Expert Answers
Perspectives
Keeping Current
Read Their Minds
Mr. Pareto Head
Behind the Results
Overview of the Money
Regional Variations
Earnings Rise With Experience
Certifi ably Valuable
Rewards for Master Black Belts
The Service Quality Platform
3.4 per Million
Quality in the First Person
Career Corner
ASQ Enterprise and Site Members
QP Toolbox
QP Reviews
Back to Basics

Quality Progress - December 2013

http://www.nxtbook.com/naylor/ASQM/ASQM0719
http://www.nxtbook.com/naylor/ASQM/ASQM0619
http://www.nxtbook.com/naylor/ASQM/ASQM0519
http://www.nxtbook.com/naylor/ASQM/ASQM0419
http://www.nxtbook.com/naylor/ASQM/ASQM0319
http://www.nxtbook.com/naylor/ASQM/ASQM0219
http://www.nxtbook.com/naylor/ASQM/ASQM0119
http://www.nxtbook.com/naylor/ASQM/ASQM1218
http://www.nxtbook.com/naylor/ASQM/ASQM1118
http://www.nxtbook.com/naylor/ASQM/ASQM1018
http://www.nxtbook.com/naylor/ASQM/ASQM0918
http://www.nxtbook.com/naylor/ASQM/ASQM0818
http://www.nxtbook.com/naylor/ASQM/ASQM0718
http://www.nxtbook.com/naylor/ASQM/ASQM0618
http://www.nxtbook.com/naylor/ASQM/ASQM0518
http://www.nxtbook.com/naylor/ASQM/ASQM0418
http://www.nxtbook.com/naylor/ASQM/ASQM0318
http://www.nxtbook.com/naylor/ASQM/ASQM0218
http://www.nxtbook.com/naylor/ASQM/ASQM0118
http://www.nxtbook.com/naylor/ASQM/ASQM1217
http://www.nxtbook.com/naylor/ASQM/ASQM1117
http://www.nxtbook.com/naylor/ASQM/ASQM1017
http://www.nxtbook.com/naylor/ASQM/ASQM0917
http://www.nxtbook.com/naylor/ASQM/ASQM0817
http://www.nxtbook.com/naylor/ASQM/ASQM0717
http://www.nxtbook.com/naylor/ASQM/ASQM0617
http://www.nxtbook.com/naylor/ASQM/ASQM0517
http://www.nxtbook.com/naylor/ASQM/ASQM0417
http://www.nxtbook.com/naylor/ASQM/ASQC12518
http://www.nxtbook.com/naylor/ASQM/ASQM0317
http://www.nxtbook.com/naylor/ASQM/ASQM0217
http://www.nxtbook.com/naylor/ASQM/ASQM0117
http://www.nxtbook.com/naylor/ASQM/ASQM1216
http://www.nxtbook.com/naylor/ASQM/ASQM1116
http://www.nxtbook.com/naylor/ASQM/ASQM1016
http://www.nxtbook.com/naylor/ASQM/ASAC0016
http://www.nxtbook.com/naylor/ASQM/ASQM0916
http://www.nxtbook.com/naylor/ASQM/ASQA0016
http://www.nxtbook.com/naylor/ASQM/ASQM0816
http://www.nxtbook.com/naylor/ASQM/ASQM0716
http://www.nxtbook.com/naylor/ASQM/ASQM0616
http://www.nxtbook.com/naylor/ASQM/ASQM0516
http://www.nxtbook.com/naylor/ASQM/ASQM0416
http://www.nxtbook.com/naylor/ASQM/ASQM0316
http://www.nxtbook.com/naylor/ASQM/ASQM0216
http://www.nxtbook.com/naylor/ASQM/ASQM0116
http://www.nxtbook.com/naylor/ASQM/ASQM1215
http://www.nxtbook.com/naylor/ASQM/ASQM1115
http://www.nxtbook.com/naylor/ASQM/ASQM1015
http://www.nxtbook.com/naylor/ASQM/ASQM0915
http://www.nxtbook.com/naylor/ASQM/ASQM0815
http://www.nxtbook.com/naylor/ASQM/ASQM0715
http://www.nxtbook.com/naylor/ASQM/ASQM0615
http://www.nxtbook.com/naylor/ASQM/ASQM0515
http://www.nxtbook.com/naylor/ASQM/ASQM0315
http://www.nxtbook.com/naylor/ASQM/ASQM0215
http://www.nxtbook.com/naylor/ASQM/ASQM0115
http://www.nxtbook.com/naylor/ASQM/ASQM1214
http://www.nxtbook.com/naylor/ASQM/ASQM1114
http://www.nxtbook.com/naylor/ASQM/ASQM1014
http://www.nxtbook.com/naylor/ASQM/ASQM0914
http://www.nxtbook.com/naylor/ASQM/ASQM0814
http://www.nxtbook.com/naylor/ASQM/ASQM0714
http://www.nxtbook.com/naylor/ASQM/ASQM0614
http://www.nxtbook.com/naylor/ASQM/ASQM0514
http://www.nxtbook.com/naylor/ASQM/ASQM0414
http://www.nxtbook.com/naylor/ASQM/ASQM0314
http://www.nxtbook.com/naylor/ASQM/ASQM0214
http://www.nxtbook.com/naylor/ASQM/ASQM0114
http://www.nxtbook.com/naylor/ASQM/ASQM1213
http://www.nxtbook.com/naylor/ASQM/ASQM1113
http://www.nxtbook.com/naylor/ASQM/ASQM1013
http://www.nxtbook.com/naylor/ASQM/ASQM0913
http://www.nxtbook.com/naylor/ASQM/ASQM0813
http://www.nxtbook.com/naylor/ASQM/ASQM0713
http://www.nxtbook.com/naylor/ASQM/ASQM0613
http://www.nxtbook.com/naylor/ASQM/ASQM0513
http://www.nxtbook.com/naylor/ASQM/ASQM0413
http://www.nxtbook.com/naylor/ASQM/ASQM0313
http://www.nxtbook.com/nxtbooks/naylor/ASQM0213
http://www.nxtbook.com/nxtbooks/naylor/ASQM0113
http://www.nxtbook.com/nxtbooks/naylor/ASQM1212
http://www.nxtbook.com/nxtbooks/naylor/ASQM1112
http://www.nxtbook.com/nxtbooks/naylor/ASQM1012
http://www.nxtbook.com/nxtbooks/naylor/ASQM0912
http://www.nxtbookMEDIA.com