Good practice `Customer Experience Management`
Transkrypt
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.