Making Dreams Come True
description
Transcript of Making Dreams Come True
June 2011 www.efqm.org
What is Excellent Service at BMW Group manufacturing?
How does Siemens Congleton improve its time to market?
What are Xerox’s Customer Service Challenges in 2011?
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Adding value for members: an introduction from EFQM’s CEO.
Interview with Frank-Peter Arndt, Member of the
Board of Management, BMW AG, Production
All about EFQM’s most prestigious event of the year
Hear from Turkish Airlines, Xerox, KPN and Olabide Ikastola
and their customer service challenges and idols.
The story of Siemens Congleton
An introduction to the KPN assignment as part of the
Pegasus Leadership Development programme
fg
Last chance to register!
A homage to the 2011 EFQM Award Assessors
The one number you need to grow?
An overview of EFQM Member benefits
Read about upcoming events, free webinars, good practice
visits, and so on.
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Welcome to the second edition of “Excellence in Action”. The theme for this issue is
“Adding Value for Customers”. At EFQM, our main group of customers is our
members. Each year, we send a survey to gain feedback from our members about
the products and services we offer to gain insights into what’s most important to
them, what they’ve used and where they think there are gaps in our
portfolio. We’ve just got back the latest survey results and, as ever, they make for
interesting reading.
I’m pleased to say the overall satisfaction levels, along with a number of other key
areas, are showing an increase on last year following the introduction of new
products and a focus on improving our internal processes. However, is “overall
satisfaction” the best measure for monitoring the customer experience? In this
issue, we’ve asked 4 members to share with us the challenges they face in managing
the customer experience in 2011 and what the most important measure is for
them. Two of them, like a growing number of our members have said the “Net
Promoter Score” is the key measure they use. This looks at the number of people
who would actively promote a product, service or indeed, an organisation, minus
the ones who would not.
We’ve also adopted this measure and the results tell us that the more active a
member is in implementing the Model, the higher the net promoter score. This
backs up what we see happening in reality, where a large number of the people who
join EFQM Training or apply to become members are acting on the recommendation
of a trusted colleague. “Word of mouth”, especially in the Web 2.0 world, is more
powerful than ever.
Finally, we’ve got an exclusive interview with Frank-Peter Arndt, the member of the
BMW Management Board responsible for Production, giving us insights into how
BMW create a dialogue with customers to drive development and innovation.
Yours sincerely,
Pierre Cachet,
Chief Executive Officer, EFQM
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Interview with Frank-Peter Arndt, Member of the Board of Management, BMW AG, Production
Mr. Arndt, who are the customers of the BMW Group?
Last year, more than 1.46 million people around the
world opted for a BMW, MINI or Rolls-Royce. That’s
about 14% more than in 2009.
Our customers are not only growing in number; they
are also growing increasingly different – in a range of
ways. Let me give you just two examples.
Firstly, our customers are becoming increasingly
international. At present, we already sell almost 50% of
all our cars outside Europe – and the trend is upwards.
With China, India, Brazil, Russia and Korea as the main
growth markets for our branch of industry, we need to
look more closely at exactly what motivates our
customers in these markets. What’s important to
them? What factors affect their decision to purchase? A
typical Chinese businessman, for example, will
generally sit comfortably in the back of his car and do
some work while his chauffeur drives him around. So
he will have different requirements for legroom. We’ve
responded by developing a special version of the BMW
5 Series. It’s produced in China and it’s a huge sales
success there. Another example is the different
communication channels our customers use nowadays.
People born after 1980 have grown up as “digital
natives”. The internet, Facebook and Twitter are part of
their everyday lives, so we need to address them
differently. For instance, all our cars have internet
access, office and multimedia functions, and
smartphone integration.
Also, these networked customers are often more
critical – so that’s another point we take into account.
Why is customer orientation so important?
When it comes to business success, the customer is the
deciding factor. We need to view everything we do
from the customer’s perspective. Ultimately, we are all
customers ourselves every day of our lives: we take a
close look at the product and service quality on offer
and then decide whether we are willing to spend our
money on it or not. In other words, customers get to
choose their products, but companies don’t get to
choose their customers.
It’s not without reason that customer orientation is so
important in the EFQM Model.
Customers in China prefer to be driven by a chauffeur. Therefore the BMW Group developed a special BMW 5 series version with more legroom in the back row.
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How important is customer orientation to the BMW
Group?
The BMW Group has set out 12 Basic Principles – and
customer orientation is the very first one. We have a
clear vision: by the year 2020, we will be the leading
provider of premium products and premium services
for individual mobility. The only way we can achieve
our goal is by having the right products and the right
technologies for our customers, by being present in
major markets and by being socially acceptable as a
company.
Our customers’ purchase decisions are being influenced
more and more strongly by personal, emotional
impressions and by loyalty. That’s why we don’t just
want to satisfy our customers; we want to delight them
– because delighted customers are the best
ambassadors. They infect the people around them with
their enthusiasm when they talk about their
experiences. They advertise for us.
What influence do customers’ wishes have on your
corporate policy?
They have a major influence! We recently took a
number of business decisions based on very real needs
of our customers. For instance, we know that in the
years ahead customers will be looking for more variety
in the small car segment so we are going to offer small
BMW and MINI models specially designed for that
segment. We are also going to introduce front-wheel
drive BMW automobiles because we have learned that
a lot of customers buying smaller models do not really
attach any great importance to whether it’s a front or
rear-wheel drive. All they want is a BMW.
In 2013, we are going to launch an all-electric vehicle,
the BMW i3. It will be specially tailored to meet the
needs of customers living in the burgeoning cities of
our world and looking for sustainable individual
mobility.
And then there’s China, where increasing numbers of
people want BMW Group products. We are building a
new plant there because China is a market with major
growth potential. We are also extending our range to
include a variety of mobility services because
interconnectivity – along with zero-emissions motoring
– will be another big issue in the future.
All these things show customer orientation in practice.
We are working consistently to align our products and
services to the needs of customers around the world.
And that’s the right thing to do!
Customer orientation is often seen as a job for sales
and marketing. Is that enough?
No. That would be underestimating just how important
it is. Customer orientation is important for everybody.
Each and every one of our 95,000 associates – be they
in development, production or purchasing – has to
think and act with the customer in mind. In every area
of the company, we need to ask ourselves what our
customers actually expect from us, what products and
services they would like to see.
Customer orientation begins with strategy and
development and is important across every division of
the company, right up to sales and dealerships. Our
international supplier network is also vital to customer
orientation, because a lot of our value creation goes on
outside the BMW Group.
BMW Group is the most sustainable automotive producer worldwide. With its fleet of Efficient Dynamic cars the company reduced the emission of CO2 dramatically.
Employees at BMW Group are trained to work with a zero defect mentality.
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How does customer orientation manifest itself in
production?
Production is another area where the focus is on
customers and their needs. Because we produce to
order, we produce only what our customers want. And
that means every customer can have his or her own
individually tailored car – exactly what they want in top
quality and at the agreed time. And if they decide to
change their order, they can do so up to
6 days before we actually begin to
assemble their vehicle.
But the main thing production
contributes to customer orientation is
quality. No ifs, no buts, our target is zero
defects. After all, it’s our customers we
want back, not our cars!
Here, the most important factor is
attitude. It’s mind-set. Zero-defect
quality is not just about the technology
we use; at the end of the day, it’s about
each and every one of us working to
deliver a car of the right quality to our
customer. Quality is not a task; it’s a way
of life. We don’t test quality into our
products; we build it into them. That’s
our goal!
All the while, a focus on quality doesn’t
mean we can’t focus on costs. In
fact, wherever we direct our
processes towards value
creation, quality rises without
fail.
What role do managers play in
this context?
Managers are important role
models. Associates don’t always
do what their managers tell
them; most of all, they do what their managers do. The
way managers act and think is highly infectious – in
both the positive and the negative sense. We have to
be able to inspire our associates to a more customer-
oriented approach,
encourage them to take focused steps, and enable and
train them to act on customer orientation.
Another point I see as essential is that our managers –
irrespective of the area they work in – maintain
constant contact with customers. Every one of us
should have a sense for what actually happens at the
interface to the customer, for what really moves our
customers, what they really value and so
on. Just recently, I spent a day on the
road with the BMW Service Mobile. That
was an invaluable experience. It’s during
breakdowns that you get closest to the
customer. You get to experience their
needs and expectations first-hand.
Is there a connection between
sustainability and customer orientation?
For a very long time, customer
satisfaction depended most of all on
product substance and good service.
Nowadays, that’s not enough. More and
more customers are demanding a
convincing overall concept, one that
includes products, services, corporate
philosophy and corporate social
responsibility.
The BMW Group has always seen
itself as an integral part of society.
That’s why we take responsibility –
for environmental, economic or
social issues. We are absolutely
convinced that the issue of
sustainability, in all its facets, will
play an increasingly important role
in the years ahead. Already, we are
the most sustainable automotive
producer in the world. We have
taken the top position in the Dow
Jones Sustainability Index for the last
six years. No other producer uses its resources more
carefully than the BMW Group.
We intend to continue in the same vein – with
sustainable products and of course sustainable
production!
Frank-Peter Arndt, Member of the Board of Management, Production, in discussion with employees of BMW Plant Spartanburg, USA
“Managers are important role models”, says Frank-Peter Arndt, who spent one day on the road with a BMW service mobile to experience from firsthand what moves the BMW customer.
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Sustainability is going to be the main topic of this
year’s EFQM Forum, which the BMW Group is
hosting for the first time. What are you hoping it will
deliver?
As I said, we have already achieved a lot in terms of sustainability but there is still
more for us to learn. This fits in well with the EFQM philosophy of exchanging
ideas and learning from each other across different branches of industry in order
to develop. We are very pleased that by hosting the EFQM Forum this year, we will
be providing an international platform to promote sustainability. I would
be very happy if this Forum sent out a signal encouraging people to create a
sustainable future.
“People Planet, Profit – Taking Responsibility for a Sustainable Future”
The EFQM Forum is the ultimate event for senior managers, subject matter experts, change agents and business excellence managers to learn from best in class organisations. Join us for our annual conference and hear from previous EFQM Award Winners and the following keynote speakers:
Georg Kell, UN Global Compact Bertrand Piccard, Solar Impulse – whose Solar Plane successfully
achieved its first international flight from Payerne (Switzerland) to Brussels at the beginning of May.
Harald Krüger, member of the Board of Management, BMW AG Throughout the Forum, your current views will be challenged as we give you the opportunity to learn about recipes on how to take responsibility for a sustainable future. Additionally, we will celebrate the 2011 EFQM Excellence Award Finalists during the Recognition Ceremony on the Tuesday evening.
For more information or to register, please visit www.efqmforum.org.
Frank-Peter Arndt, Member of the Board of
Management, BMW AG, Production
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Who are your
customers?
Which individual
has inspired your
customer service
philosophy?
In your experience,
what is the most
important metric
for understanding
customer
satisfaction?
What is your key
focus for
customer service
in 2011?
Which
organisation do
you think has set
new standards for
customer service?
Our principal customers are the
parents and the students, who are at
the centre of our mission.
During the EFQM Awards in 2010, we
have been recognised as a Prize Winner
in Adding Value for Customers. In 2011,
we will continue the good work and we
will focus on maintaining service quality
without increasing the prices.
If I had to mention someone who worked
for this values that would be Jose
MªArizmendiarreta, one of the founders
of “Coperativa Mondragon”.
The Coperativa Mondragon. In
general I believe that the
cooperative movements are the
future. They have the capability to
take us out of this “crisis” because of
their flexibility.
In fact, in our environment, we don’t
believe in the power of one metric
only. We consolidate the feedback
from different customer groups
(students, parents and others) to
define improvement plans.
Xerox’s customers range from SMEs
up to big corporate organisations,
with a special focus in the sector of
graphic communications.
To improve the overall customer
experience, by looking at all our
processes from the eye of the
customer.
Attending multiple customer satisfaction
forums, I have seen that the most successful
companies are the ones with the biggest focus
on customers. To give you a specific
example: Ingrid Lindberg from the US
insurance company, Cigna has understood the
importance of the customer and has driven
the company to grow tremendously in only 18
months.
The NatWest Bank. They have set up an
impressive campaign transforming the
voice of the customer into changing
processes at all levels of the organisation.
The Net Promoter® Score
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Our customers are the passengers travelling
with Turkish Airlines and Star Alliance flights
and/or experiencing other services.
Our key focus is to get better in the way of
being a global airline with our valuable
passengers and to provide continual customer
pleasure by increasing the level of the services’
standards.
In our sector the IATA (The International Air Transport
Association), IOSA (The IATA Operational Safety
Audit), ICAO (International Civil Aviation Organization)
set new standards for customer service. Turkish
Airlines also set new standards and regulations for
customer services in accordance with its own
structure.
The feedback coming from customers is the
most important metric for understanding
customer satisfaction.
KPN is the leading telecommunications and ICT
service provider in The Netherlands, offering
wireline and wireless telephony, internet and TV
to consumers, end-to-end telecommunications
and ICT services to business customers.
Our key focus for 2011 is improving our service
experience and interaction for our customers by
eliminating unnecessary complexity and adding
smart improvements to our processes. We have
the ambition to be the best service provider in
The Netherlands.
We are being inspired by our customers. Our
customers’ perspectives and opinions on our
performance are the motor to our improvements
and changes and are being monitored via systems
like NPS and Lean Daily Management Processes.
Zappos.com is a great example of how businesses
grow by making customer service a core business.
They show what ‘adding value for customers’
means.
The best metric, is the metric that makes the
company aware of the need to change, and gives
enough input for formulating that change. For us,
introducing the Net Promoter Score within the
company created a change in awareness and focus
on the need to make changes for our customers.
It is not possible to mention an exact name on this
matter. We desire to be an organization which is
being inspired concerning customer service
philosophy and we are trying to be the best.
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Siemens Congleton is a UK based high tech manufacturer specialised
in electronic drives, and multiple EFQM prize-winner (2005 and 2007)
and Finalist in the 2010 EFQM Excellence Award. The plant faces
tough competition. To maintain its edge, Siemens Congleton has
invested consistently in applying Lean principles across both
manufacturing and administrative operations, which have
dramatically improved productivity and quality. The management
team recognises that these achievements in productivity will not be
enough by themselves to sustain the plant’s economic viability.
Therefore, they have defined a number of strategies to take
performance to the next level. Chief among these is a focus on
improving the time to market for its new product introductions or
‘Super-fast time to market’.
In the last two years significant delays have occurred
with the launch of several platforms, which have
delayed the launch of over 20 products, varying from
60 days to a year of more. Benchmarks with
competitors and similar manufacturing operations
have encouraged management of the plant to target
significant improvements.
The background: successfully navigating the
economic crisis
The global slump in the
economy in 2008
impacted almost every
market and sector. As a
worldwide provider of
products into the
industrial market
place, Siemens
Congleton was not
spared. The fiscal year
08/09 was an
extremely challenging
one for Siemens
Congleton. As a “short-cycle” business the plant was
affected very quickly and dramatically by the
economic downturn.
At the end of 2008 the plant management took a
number of steps to weather the impending storm,
beginning immediately with the elimination of all
discretionary expenditure such as travel and training.
It was quickly apparent that this was not enough and
a pay freeze was announced, the use of contractors
was stopped and eventually the plant was put on a
four day working week in early 2009.
Production volumes
dropped 40% in 2009,
accompanied by
redundancies, which
reduced the workforce
by 120 staff.
As demand began to
return at the end of 2009
and early 2010, the team
made full use of its
competence in ‘Lean
techniques’, mobilising
significant parts of the
workforce toward a productivity drive around a ‘back
to basics’ theme. Task forces studied plant
organisation and tidiness (using a ‘5S’ approach),
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reviewed the efficiency and accuracy of
operations (by applying ‘Poke Yoke’ concepts –
essentially ensuring that products cannot be
assembled wrongly, by design), eliminating
waste, improved visualisation of quality and KPIs
at the workstation and on the plant floor and
root-cause problem solving. Siemens Congleton
is recognised as an outstanding example of
involving employees in decision making: the
economic crisis provided proof of the benefits. The approach taken by Siemens Congleton to ‘Lean Cell Design’ is the
proof of how employee empowerment can deliver results. Teams of operators were tasked with designing their own,
more efficient workspaces, starting from simplified drawings then mocked-up layouts in cardboard, before working
for several months in new temporary workstations.
The context of ‘Super-Fast Time to Market’
In the last two years significant delays have occurred
with the launch of several platforms, which have
delayed the launch of over 20 products, varying from
60 days to a year or more. Benchmarks with
competitors and similar manufacturing operations
have encouraged management of the plant to target
significant improvements.
Led by the Head of R&D at the plant, a roadmap has
been set towards improving the product development
time: from conception through to launch. Not
everything is under Siemens Congleton’s direct
control: the plant reports into the Drive Technologies
headquarters in Erlangen, southern Germany from
where new product development priorities are set.
Within the parent division, Congleton is the lead
technical and project management centre for global
Drive Manufacturing. However, drive manufacturing
for the division also takes place at other sites and the
Congleton plant has to coordinate its development
activities. These constraints will require the Siemens
Congleton team to effectively coordinate relationships
across the business in order to implement
improvements.
Product Life Cycle Management
Product Life Cycle Management (or ‘PLM’) is a
strategic business framework defining the lifecycle of
a product from the first idea to the phase out and
covers the people, processes and workflows,
Information and information systems aspects. The
objective is to be clear about responsibilities and
timings for all stages of a product’s life, from start to
finish. Behind the PLM is the goal to ensure that
Siemens has the right products at the right time, and
to do so it must maintain a high market orientation
and quality.
RESULTS:
Reduction in lead time from over 100 hours to 90
minutes Substantial financial savings Reduction in floor space utilisation 45% Work in progress reduced by 37 %
Elements in the ‘Super-Fast Time to Market’ Roadmap
Benchmarking ‘time to market’ both internally and
externally
Embed a “Right First Time” culture into what we
do and develop our tools and processes in order to
deliver new products with the right quality, cost
position and desired customer timescales.
Implement a World Class New Product
Introduction programme.
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A cross-functional team leads the development of the
PLM, consisting of: Product Managers (who define
requirements specifications, expected quantities,
management of the commercial process and phase in
and out), Project Leaders (feature specification,
functionality and quality, project planning and
controlling) and PLM Commercial Team (planning and
controlling of R&D costs, calculation and control of
product costs, calculation and controlling the project
profitability). All PLM team members have an equal
level of authority over the plan.
Siemens Congleton manages the “New Product
Introduction” (NPI) process for technologies relevant
to the plant. For each NPI, the Project Manager
maintains a dashboard report for the status of key
indicators including an overview of the status of
project steps, risks and measures, and milestones.
Siemens Congleton hosted a Pegasus Executive Leadership Development programme
to help them lead, develop and review the change initiatives implemented as part of
the Super-Fast Time to Market Strategy. We invite you to read the outcomes of the
programme and the entire Siemens Congleton Case Study on our Knowledge Base.
(Available for members only)
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Interested?
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For the last 20 years, EFQM has been committed to shaping business leaders to create a world in which European
organisations are recognised as the benchmark for sustainable economic growth. We believe in the strength of
practice based learning, rather than teaching leadership skills, tips and tricks in a class room setting.
Each programme is based around a real business issue from a host company. The host will provide background
information for analysis, plus make available the relevant managers and people to fully understand the problem they
are facing. In return, they are seeking suggestions from the delegates, based on their collective experience and
insights, on how to progress.
Previous participants include: KPN, Lloyds Banking Group, Huntsman Polyurethanes, Sanden Manufacturing
Europe, Volvo Car Corporation, Schenker Deutschland AG, Xerox, and others. It is aimed at mid-career and
emerging leaders with 10 to 20 years of professional experience from all backgrounds, companies, industries, and
countries.
KPN is the leading telecommunications and ICT service provider in The Netherlands, much admired for its sector-
leading levels of profitability achieved over the last ten years under the leadership of former CEO Ad Scheepbouwer
and current CEO Eelco Blok.
Continued growth within The Netherlands is not guaranteed: competition is aggressive and increasing. The senior
management of KPN’s Business Market Segment is nevertheless determined to pursue a policy of ‘Back to Growth’
through an increased ‘share of wallet’ among existing customers, growing the number of domains in which it is
active and differentiating on excellent customer experience.
Your mission within this Pegasus Assignment is to understand and advise the management team of the KPN Business
Market Segment how they can place themselves as the very best service provider in the business sector in the
Netherlands by the end of 2012: not just among telecoms operators but in comparison to the very best of any
service company.
More information?
Visit our website (www.efqm.org) or contact us via e-mail ([email protected]) or via telephone (+32 2 775
3511).
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Your last chance to register!
The theme of this year’s event is: “People, Planet, Profit - Taking Responsibility for a Sustainable Future”. We will feature two keynote speakers:
John Swannick, Executive Director, EABIS, on valuing non-financial performance Michel Bande, Senior Executive Vice President Sustainable Development, Solvay, on the assessment of total
environmental impact of products vs. spend in R&D The parallel sessions will be your opportunity to discover the following topics: Treasure your talent : with good practices from VAMED KMB (Austria) and TeliaSonera (Sweden) on the people
dimension of sustainability World PC – an innovative charity aiming at a cradle to cradle approach to PC recycling in developing countries
(with Recupel, Umicore & Ricoh) Sustainability 2013 – your chance to give feedback & ideas on how we can take the “Sustainability” fundamental
Concept forward with the next version of the EFQM Excellence Model. If you have yet to register for the Learning Edge then we encourage you to do so at your earliest convenience as we limit the number of participants to approximately 100 to facilitate the networking opportunities. You will find the registration form in the attached leaflet and also on the EFQM website.
From 22 applicants from 12 different countries, the jury has selected 6 Finalists for the Sustainability Good Practice Competition. They are, in alphabetical order:
EICC (UK): Plan-it green
Fiat Group Automobile (Spain): Eco-drive system
Minerva (Italy): Minerva CO² free
Ricoh Europe: Ricoh’s sustainability optimisation programme
Solvay (Belgium): Solvay’s sustainable portfolio management
SUE Vodokanal of St Petersburg (Russia): Development of water consumption culture
Vote for your top three now! [Vote here] The votes will remain open until the 19th of June and will be taken into account by the Jury during their final meeting to identify the winner.
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In May 2011, 135 assessors from 27 countries visited a number of organizations to kick off the EFQM Excellence
Award 2011 assessments.
Thank you to all!!!
To join the Assessor Community or for more information, please click here.
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Is the Net Promoter Score “the one number you
need to grow”, or is it an equally important growth
measure than other loyalty questions? The answer
is debatable. What is not up for debate is the fact
that an increasing amount of organisations are
using the Net Promoter Score today.
Not surprisingly perhaps, as it is a simple metric,
easy to understand, used world-wide and based on
logical reasoning: enthusiastic customers attract
others. However, it is one thing to calculate the
Net Promoter Score, it is yet another to implement
and improve the number.
How does it work?
To calculate the Net Promoter Score, you need to ask one simple, fairly straightforward question: How likely are you
to recommend our product/service/company to a friend or colleague?” Based on the answer, a customer can be
categorised in one of the three following groups:
A detractor is a customer very unlikely to recommend, rating 0 – 6
A passive customer is someone rather neutral rating 7 – 8
A Promoter is a customer who is very likely to recommend, rating 9 – 10.
The Net Promoter Score is the percentage of promoters minus the percentage of detractors.
0 1 2 3 4 5 6 7 8 9 10
Usually, the NPS is not a standalone measure. It’s correlations with other measures, financial as well as non-financial,
help organisations to understand what exactly drives customer loyalty. For instance, some EFQM members look at
the correlation between the NPS and market share to confirm the effect of loyal customers on growth. Others look
at the correlation with operational excellence measures, such as “time taken to answer a request”. These
relationships help them to understand which customer needs and expectations strongly affect their purchase
behavior. Or in other words, it helps organisations to determine how their way of working influences the opinion of
their customers.
Detractors Promoters Passives
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The NPS: Not just a number
Organisations come across different challenges when implementing the Net Promoter Score. Some examples
include:
The NPS is seen as another marketing tool
Customer loyalty is regarded as just a sales
indicator
Nobody wants to take responsibility
Another common misuse of the Net Promoter Score at
management level is its interpretation as “just another
result in an excel sheet”. For the NPS to work, an
organisation needs to develop an open culture. Leaders
need to be connected to the work floor, they need to
inspire employees and involve them in the entire
approach.
To instil a culture which embeds the Net Promoter Score,
organisations have to empower employees. Each
employee must feel they can change the outcome. EFQM members employ different strategies to build such a
culture. For instance, some organisations in our network have developed individual NPS targets for all employees.
Others have defined employee bonuses that are linked to their contribution to the increase in the Net Promoter
Score. And in some rare cases, we even find that a specific NPS Board has been set up to manage the communication
and interpretation of the Net Promoter Score.
Closed-loop Management
Finally, organisations should not forget the close the
loop. As straightforward as it sounds, organisations
often skip that “assessment and refinement” part.
Feedback from customers should be turned into
valuable action and improvement plans. To give
another example, an EFQM Member from the service
sector industry has shown us two different Close Loop
Feedback mechanisms: one for the short-term and one
for the long term. In the short term, the company
defines the individual coaching needs of employees and
teams based the customer results. In the long term,
structural improvement plans are developed to solve re-
occurring problems.
Working together as a team is important to make the use
of NPS as success.
This article is based on discussions during different webinars with EFQM Members. To find out more, please
contact Naomi Goossens through [email protected]
EFQM RADAR Logic
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EFQM is a global non-for-profit membership foundation based in Brussels, Belgium. With more than 500 members
covering more than 55 countries and 50 industries, we provide a unique platform for organisations to learn from
each other and improve performance. EFQM is the custodian of the EFQM Excellence Model, a business model
which is helping over 30 000 organisations around the globe to strive for Sustainable Excellence.
As a member of EFQM, you will enjoy the following exclusive benefits:
Expert advice and support for your organisation’s journey towards excellence.
The EFQM Knowledge Base is a database containing a number of free to download assessment,
management and improvement tools; as well as Good Practices identified from the last 3 years of the EFQM
Excellence Awards.
Members receive a discount of 20% on EFQM Products & Services, including Training, Publications and
Recognition.
There are themed webinars throughout the year, with Good Practices and new tools being shared and
explained by EFQM and member organisations.
The EFQM Learning Edge is a themed annual event, members-only meeting that allows practitioners to
meet, share and discuss experiences in an informal environment.
EFQM facilitates “Communities of Practice”; groups of experienced organisations who share experiences to
generate new, innovative approaches
Good Practice visits, enabling you to learn directly from the experience of leading organisations, recognised
through the EFQM Levels of Excellence.
Members receive a monthly newsletter, giving the latest information on what’s happening in and around the
excellence community.
The EFQM Portfolio is designed to help organisations at every step of their journey. Our products and services have
been tailored to support the systematic implementation of the EFQM Excellence Model in any organisation,
regardless of size, sector or maturity.
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Our products, services and solutions can be combined in a number of different ways to support an organisation’s
journey towards Sustainable Excellence. Depending on your size, sector, level of maturity and ambitions, we can help
develop a programme tailored to meet the needs of your organisation.
Even the longest journey starts with a single step. We often talk about the “journey towards excellence” but how can you make sure your first step is in the right direction? EFQM has a number of products and services that make taking that first step simple and help to ensure you set off in the right direction.
With over 20 years’ experience of working with our members, we know how difficult it can be to create a culture of excellence within and throughout an organisation. The “Leaders for Excellence” course was developed in partnership with Ricoh to engage management of all levels in implementing the EFQM Excellence Model, using the Enabler Map as a holistic management system.
It’s one thing to achieve a certain level of excellence; it’s another to be able to sustain and further improve. After all, what is excellent today is considered average tomorrow. EFQM’s Portfolio can help give your people the skills, insights and abilities to help take your organisation to the next level; meeting the challenges of today and tomorrow.
If you would like more information about EFQM Membership, please:
Contact us via email: [email protected]
Visit our website: www.efqm.org
Call us on: +32 2 775 3511
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EFQM Learning Edge 2 day member only conference to exchange experiences and share ideas on
Sustainability.
Webinar: Why join the EFQM Network?
Hear from EFQM about the benefits of membership and information sharing.
Start: 11am (CET). For registration contact: [email protected]
Validator Training
Through a highly practical 1,5 day training you will understand what it takes to
drive, recognise and validate the success of an improvement project. Moreover, after
successfully passing this training, you will be certified as an official EFQM Validator.
EFQM Master Assessor Training
Participants leave this 3 day training equipped to manage, make tough decisions and help
organisations towards sustainable success.
For more information or registration, please visit www.efqm.org or contact us
via +32 2 775 3511
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Nordlicht Management Consultants GmbH
Kazakhstan Organization of Quality
Superior
Annemie Simkens
Slovalco a.s.
Swedbank
TeamOne Consulting Group
Telecom Italia Group
Mutualia
Process Excellence Network - IQPC
American Standard Asia Pacific
Siemens Sanayii ve Ticaret AŞ
U.S. Steel Košice s.r.o
Czech Society for Quality
Sheikh Khalifa Government Excellence
Program - Prime Minister's Office
Change Masters International (MENA)
EFQM wishes to congradualate the following organisations for their excellent achievements:
Complejo hospitalario universitario insular materno infantil (CHUIMI)
Ricoh Italia Srl
Umicore CSM Olen, Production & Services
Aprentas Ausbildungsverbund
Berufsbildungszentrum Bau und Gewerbe
Schul- und Heimgemeinschaft Schlössli Ins
24 ©EFQM 2011
Avenue des Olympiades 2 ; B-1140 Brussels – Belgium
Tel : +32 2 775 3511; Fax : +32 2 775 3535
[email protected] http://www.efqm.org