P5 Employee Motivation

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    Customer is the Boss orKing Customer dictates the market trends and direction. The organizations success depends on

    No of customers How much they buy? How often they buy?

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    CUSTOMERS

    Front-line Staff

    Functional

    DepartmentStaff

    CEO

    Sr.

    Mgrs

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    Customer needs

    Company

    Product/Service

    offer

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    Is it due to Product quality? Is it due to pricing?

    Is it due to good customer service ?

    Is it due to company reputation? Is it something more?

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    External and Internalcustomers External current, prospective and lost customers InternalEvery person in a process is a customer

    of the previous operation.( applies todesign,manufacturing,sales,supplies etc.) [Eachworker should see that the quality meetsexpectations of the next person in the supplier-

    to-customer chain ] TQMis commitment to customer-focus - internal

    and external customers.

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    Inputs from

    external customers

    Internal customers

    Outputs to

    external customers

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    Questions asked by people to their internalcustomers What do you need from me? What do you do with my output? Are there any gaps between what you needand what you get? Good team-work and inter-Departmentalharmony is required. Also the leaders role insupervising the internal customer-supplierchain.

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    TQM is quality management and management ofquality there is no full stop and no break in thechain Continuous process (quality) improvement is allits about. Why? One important reason is the customerquality level is not static and his expectationskeep changing and his demands too Also plant process dynamics- how to achievemaximum efficiency , optimizing cost andperformance in the process operations,minimizing waste etc.

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    Performance Features Service Warranty Price Reputation

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    Customer feedback has to be continuouslysought and monitored - not one-time only (Pro-active Complaints are a reactive methodof finding out there is a problem) Customer feedback can be relayed to Mfgr. Performance comparison with competitors canbe known Customers needs can be identified Relative priorities of quality can be obtainedfrom the horses mouth Areas for improvement can be noted.

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    Comment cards enclosed with warranty cardwhen product is purchased. Customer survey and questionnaire Customer visits Customer focus groups Quarterly reports Toll-free phones e-mail, Internet newsgroups,discussionforums Employee feedback Mass customization.

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    Employers dont pay wages but it is thecustomer who pays the wages

    So take good careof your customers. Customer-care centres not just profit-

    centres!

    The entire organization must in effect

    revolve around the customer whether thecustomer is being well served and if he isreally pleased,contented and satisfied withthe service you have to offer.

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    Set of activities an organisation uses to satisfythe customers and their needs. The service can be provided at

    Before the sale of the product During the sale of the product After the sale of the product

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    (i )Organisation Identify each market

    segment Write down the

    requirements

    Communicate therequirements

    Organise processes

    Organise physicalspaces

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    (ii) Customer Care Meet the customers expectations

    Get the customers point of view Deliver what is promised

    Make the customer feel valued

    Respond to all complaints

    Over-respond to the customer Provide a clean and comfortable customer

    reception area.

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    (iii) Communication Optimize the trade-off between time and

    personal attention

    Minimize the number of contact points Provide pleasant,knowledgable and

    enthusiastic employees Write documents in customer-friendly

    language.

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    (iv) Front-line people Hire people who like people

    Challenge them to develop better methods

    Give them the authority to solve problems Serve them as internal customers

    Be sure they are adequately trained

    Recognise and reward performance

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    (v)Leadership Lead by example

    Listen to the front-line people

    Strive for continuous process improvement(Pgs. 88-93 Besterfield)

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    Keep promises to customers Return customer calls promptly Allot staff to handle customer problems Treat customers with courtesy,respect andprofessionalism always Evaluate customer satisfaction regularly Search for customer-related improvementscontinuously Deliver Products/Service promptly andefficiently Give every customer complete and personalattention.

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    Maintain a neat and clean appearance of selfand work-place,at all times Review and implement customer feedback

    and suggestions into current procedureswhen needed Training and education to enhance jobperformance and commitment to customercare Treat every customer as we would treatourselves. ( Pg. 90, Besterfield)

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    Exciters-

    Quickly expected Easily identified

    Typically performance related

    Customer

    satisfied

    Customer

    Not satisfied

    Requirement

    satisfied

    Requirement

    Not satisfied

    Innovations

    Unspoken-

    but expectedrequirements

    Spoken and

    expected

    requirements

    Known only to experienced

    designers or discovered late

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    Customer satisfaction should lead to customerloyalty and customer retention. This is the acid test and bottom line- when thecustomer repeatedly comes back to you for repeatorders and to purchase new products mfgrd. byyou. (In spite of stiff competition and multipleSuppliers/Sources ) Firm orders received or cash payments registered ,market share, customer referrals and customer

    retention are an indication of your customer successand penetration .

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    Maslows Hierarchy of Needs Herzbergs Two-Factor Theory Achieving a motivated task-force

    (Pgs.104-105 Besterfield)

    Know thyself,Know your employees, Establisha positive attitude, share the goals,Monitorprogress,Develop interstingwork,Communicate effectively, Celebrate

    success.

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    To invest people with authority to tap thepotential in every worker (avoid the wastageof unrealised capacity) People have the ability,confidence andcommitment to take the responsibility andownership to improve the process, andinitiate the necessary steps to satisfycustomer requirements within well-definedboundaries in order to achieveorganisational goals.

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    Everyone must understand the need forchange The system needs to change to the newparadigm The organisation must enable its employees. Teams (Pgs. 109-124 Besterfield)

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    Processrefers to business and productionactivities of an Organisation.

    Processes for improvement-eg. Design &Manufacturing,Marketing,Stores & Purchase,etc.

    Inputs of the Process-Manpower,materials,money,data,etc.Outputs- Products,Services,data etc.Outputs need performance measures mainoutcome being customer satisfaction.(feedbackis used to improve the process)

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    Processrefers to business and productionactivities of an organisation

    Businessprocesses-Manufacturing,Design,Sales,Purchase,Stores etc.are areas where

    non-conformance can be reduced andprocesses improved

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    INPUTMaterials

    Money

    Data,etc.

    PROCESS

    People

    Equipment

    Method

    Environment

    Materials

    Procedures

    OUTPUTInformation

    Data

    Product

    Service,etc.

    CONDITIONS

    O/P

    FEEDBACK

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    Reduce resources Reduce errors Meet or exceed expectations ofinternal/external customers Make the process safer Make the process more satisfying to theperson doing it.

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    Jurans Trilogy Shewharts Plan-Do-Study-Act cycle Kaizen- making small incrementalimprovements to the individual and theorganisation. (Pgs.140-160,Besterfield)

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    PLANNING Determine internal & external customers.

    Their needs are discovered.

    Develop product / service features.

    Develop the processes able t