Good practice `Customer Experience Management`

Good practice `Customer Experience Management`

Company Snapshot
Sector: Public administration
Country: Poland
Employees: 110
Annual budget: 25 mln Euro
Urząd Miasta Dzierżoniów (Municipality of Dzierzoniow,
MoD)
Dzierzoniow is a town with a total area of 20 square kilometers and a population of
34 thousand located in the southwest of Poland in the Dolnoslaskie Voivodship,
Poland. Urzad Miasta Dzierzoniow shapes the town development and performs a
function of a local public administration. The primary reason for MoD’s existence is
to satisfy the needs of the citizens of Dzierzoniow through the implementation of
the Strategy of Local Sustainable Development.
Clear business excellence strategy at MoD
Municipality of
Dzierzoniow agreed a clear
business excellence
strategy for their
organisation



MoD adopted the EFQM
Excellence Model in 2003
as their main
management framework
The final goal of their
journey towards
excellence is to become
an EFQM Awards finalist
by 2012
This can’t be achieved by
a single person or as a top
management initiative –
only a dedicated team
would be able to deliver
this challenge
MoD’s journey towards excellence:
Municipality of Dzierzoniow have been nominated for EFQM Awards
2012. The final result will be announced at the EFQM Forum on 9 th
October, 2012 in Brussels.
The concept and main success factors
9 people from across the organisation
Recognising the impact of
team work on successful
implementation of
organisation wide
systems, Municipality of
Dzierzoniow set up the
TGV team
•
•
•
•
Transparency
Training provided
•
•
•
•
•
•

The main goals of the
team is to plan,
implement and monitor
all activities necessary
to implement the EFQM
Model and improve the
operations of MoD
Different levels of responsibility in
daily jobs
Wide knowledge of the organisation
Accustomed with management
systems and norms
High level communication skills
•
All employees could apply to join the
team
Activities, actions and outputs
accessible to all staff
Progress explained in quarterly
internal newsletters
TGV
Support from top management
•
•
•
Mayor (most senior executive) initiated
and supported the team in all their
activities
Lead by a representative of top
management (town secretary)
The team was placed above middle
management level in the hierarchy of the
organisation
EFQM self-assessment
Project and improvements planning
Team working
Benchmarking
Selection criteria
MoD set a clear and
transparent process to
choose members for the
TGV team. All employees
were invited to
participate to an open
competition to become a
TGV member

Diversity and the level
of knowledge of TGV
team members were
considered to be the
main success factors of
the group.
Selection criteria
Team player
Good knowledge of the entire organisation
Training skills
Motivation skills
Good reputation among other employees
The final group consists
of one member from
the top management, 4
representatives of
middle managers and 4
other employees
TGV Team; standing from the left: Krzysztof Nawrot,
Małgorzata Wrotyoska, Dorota Sało, Rafał Szymczak,
Sitting from the left: Wiesława Krzemioska, Agnieszka
Janas, Anna Grochowina (team leader), Anna Beker,
Lucyna Rusek
Role and responsibilities
The name TGV comes from
France’s high speed railway
service ‘Train à Grande
Vitesse’ (‘High-speed
Train’) being a symbol of
dynamic and modern
changes – this is how
Dzierzoniow wishes to
perform as well

Process owners perform selfassessments along with TGV’s
members
Specially created communication
team helps to promote TGV’s
activities internally
Each member of TGV
team is responsible for
one of the 9 EFQM criteria
TGV members manage or facilitate
all improvement activities and
validate all proposed solutions
Roles and responsibilities
 Co-ordinating self-assessment
activities
 Internal trainers on business
excellence topics
 Facilitating benchmarking activities
for processes and indicators
 Strengthening engagement of all
employees in order to achieve the
final goals of business excellence
strategy
 Preparing submission documents for
external EFQM assessments
 Facilitating external assessment
activities
 Management of improvement
teams
Internal communication
Quarterly newsletter ‘Clerical
engine’ was set up by the
communication team in order
to inform employees about
TGV’s activities.
Local quality days are
organised for management and
representatives of partner
companies to share knowledge
and good practices
Quizzes and competitions are
used to encourage employees
to improve their knowledge
about business excellence
activities
All documents created or used by
TGV team i.e. submission
documents, feedback reports,
improvement projects cards, etc.
are available for all employees to
access
Training for the TGV Team
MoD put an effort to make
sure that members of the
TGV team receive
appropriate training

The quality of training
received is considered to
be a key element to get
the ‘TGV engine’ moving
Every member of the TGV team
participated in the following
trainings:
•
•
•
•
•
•
19 different training
topics delivered to
each TGV member
Leaders 4 Excellence
Communication skills
People management
Team management
Time management
Workshops and meetings with
external consultant
Representatives of
TGV participated to 2
EFQM Learning Edge
conferences
50 consultation
days for the
team in two
years
3 benchmarking
visits with
private
companies
Project cards
Project card
Project cards, developed
and designed by TGV team
as one of the improvement
initiative, are created for
each project and used to
monitor their progress
 Consist of information
about the project, its
goals, planned actions,
schedule, risks and
people involved
 DMAIC improvement
methodology has been
adopted to manage
projects
Project Name
Poprawa wykorzystania wyników badań satysfakcji pracowników do doskonalenia zarządzania zasobami
ludzkimi
General
information about
the project
Number
29
Start date
Planned due date
26.07.2010
06.10.2010
Final date
Project leader and team
Anna Grochowina/Zespół: A. Beker, A. Madej, D. Stasiak, L. Cacaj, J. Berdecka, A. Matuszewska, J.
Abramik
1. Problem definition
Project
description
1. Nie wszystkie obszary wykazujące niską satysfakcję pracowników są uwzględniane w działaniach
doskonalących. 2. Brak pewności czy wszyscy pracownicy są świadomi, jakie działania doskonalące
zostały podjęte po badaniach satysfakcji pracowników. 3. Brak narzędzi do pełnego wykorzystania
informacji dot. funkcjonowania UM otrzymanych od pracowników (badania satysfakcji, ocena
pracownika). 4. Połowa mierników satysfakcji pracowników wykazuje trend negatywny w okresie
jednego roku. 5. Niektóre mierniki postrzegania Urzędu przez pracowników utrzymują się w okresie
dwóch lat na niskim poziomie. 6. Zakres wyników nie odnosi się do wszystkich obszarów w kryterium 7b,
np. Efektywności szkoleń, pracy zespołów w zakresie wyrażania uznania dla zespołów.
2. Project aim
1. Wypracowanie mechanizmu wykorzystania wyników badań satysfakcji pracowników do
identyfikowania projektów doskonalących w procesie ZZL. 2. Zidentyfikowanie propozycji działań
doskonalących w obszarze ZZL w oparciu o wyniki badań 2009.
4. Progress indicator
Indicator
Indicators to
measure progress
of
implementation
Procedura badań satysfakcji
pracowników
Lista działań doskonalących po
badaniach satysfakcji 2009
3. Scope
Proces ZZL, Pracownicy Urzędu
Current level
Goal
Way of measuring
0
1
0
1
Project cards (continued)
Detailed information
about planned tasks, their
ownership and due dates
5. Implementation method
Tasks
Owner
Analiza wyników zebranych po
badaniach satysfakcji
pracowników w 2009
Porównanie wyników badań z 2008
i 2009 i identyfikacja
najistotniejszych obszarów
Inwentaryzacja zakończonych już
projektów i działań doskonalących
zidentyfikowanych po samoocenie
2009
Grupy focusowe z udziałem
konsultanta
Akceptacja procedury
Due time
zespół
13.08.2010
zespół
31.08.2010
zespół
31.08.2010
konsultant
08.09.2010
BM
06.10.2010
Comments
wsparcie konsultanta
6. Linked projects
26
7. Risk
Risk management
Risks
How to avoid it
Nie wszystkie obszary wymagające podjęcia działań
doskonalących zostaną zidentyfikowane
Wsparcie konsultanta
Nie wszyscy pracownicy będą świadomi jakie działania
będą podejmowane po badaniach satysfakcji
Przekazanie karty projektu wszystkim pracownikom
8. Project review method
Project review
Monitoring projektu na etapie opracowania karty projektu. Informacja dla pracowników po zakończeniu każdego
etapu projektu.
9. Planned resources
Koszt wynajęcia konsultanta do poprowadzenia grup focusowych
Made by
Anna Beker
Date
Approved by
26.07.2010
Date
30.07.2010
Summary
Key success factors:
•
•
•
•
•
•
•
Support from top management
Autonomy in taking decisions
High position in the hierarchy of the
organisation (above middle managers)
Diversity of the team
Good knowledge of the organisation
Transparency of decisions and outputs
to the rest of staff
Intensive training programme delivered
to members of the team
Has it worked at MoD?
First self- assessment
resulted in identifying
185 strong and 116
weak points
43 improvement
projects were initiated
involving 80
employees, 17 of
which were project
leaders
3 full DMAIC projects
implemented since
2011
On average one
employee involved in
improvement
activities was part of
2.5 project teams
5* EFQM Recognition
was achieved in
October 2010;
currently MoD is
nominated to EFQM
2012 Awards
Members of TGV team
were invited by EFQM
to review 2013
Excellence Model
Number of
improvement projects
implemented after
external assessment:
20 in 2010 and
another 20 in 2011
EFQM Shares What Works
EFQM is committed to help organisations drive improvement through the use of the EFQM
Excellence Model, a comprehensive management framework used by over 30 000 organisations in
Europe. For the last 20 years, we manage the development of this Model, incorporating the
experiences and learning from these organisations to ensure it reflects reality.
To help you implement our Model, we provide training, assessment tools and recognition. But our
real talent comes from gathering good practices and integrating those within our portfolio. EFQM, a
not-for-profit membership Foundation, aims to share what works, through case studies, online
seminars, working groups, conferences and thematic events. We nurture a network of world-class
organisations and their leaders who share our passion for business excellence.
We believe that the EFQM Model is a common framework that helps us all to improve our
businesses. Sharing our member’s enthusiasm, their motivation and the results they achieve; that is
what we work for at EFQM.
EFQM
Avenue des Olympiades 2
5th Floor
B-1140 Brussels – Belgium
Tel : +32 2 775 3511
Fax : +32 2 775 3535
Email : [email protected]
http://www.efqm.org
EFQM would like to acknowledge Anna Grochowina from Urzad Miasta Dzierzoniow for her support with preparing this description
©EFQM 2012
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means (be this electronically, mechanically,
through photocopy, or recording or otherwise) without either the prior written permission of, or a licence permitting restricted copying, and use for a third
party, from the publisher.