team lucor

Report
2010
Excellence in Operations and
Delivery of the Desired Customer Experience
Wave 2 Kickoff
Prepared for: Team Lucor
GSO, SVM, AGM, and CSA
SAFETY

There are no Fire Drills scheduled for today.

If there is an alarm, we will exit at the
designated exits and muster in the parking
lot.
TEAM LUCOR
1
WELCOME!
INTRODUCTIONS
THANK YOU!
2
What is Wave 2?:

A 4-5 week period to intensely focus on the role
of the:
–
–
–
–

Team Leader
Customer Team
Car Team
Facilities
Refine standards and activities introduced in
Wave 1
Key Challenge:
Maintain consistency and focus on the
details to assure changed behaviors
3
Wave 2 Focus
TEAM LEADER

Activity Board

Guide to Excellence

Team Leadership / Training

Communications Board
CUSTOMER TEAM

Service Cycle / Customer Experience

Customer Culture
CAR TEAM

Downtime - One Car / No Car

JTSS
4
Wave 2 Focus
TEAM LEADER

Activity Board

Guide to Excellence

Team Leadership / Training

Communications Board
5
Activity Boards / Guide to Excellence



Activity boards
– Who is the owner?
– How often do you use it?
– What issues did you have using it and how have you solved
them?
– Have they made it easier for you to manage downtime?
How?
Guide to Excellence – Standards, Actions and Management
– How do you use them?
– Are your teams using them? How?
– Have they improved your store’s appearance? If not, why
not?
What would you do to make them better?
6
Activity Boards / Guide to Excellence

Positives:
– At stores that are performing the service cycle well,
activity boards are being consistently used and working
– Guide to Excellence is being used more frequently and
stores who use it the most are beginning to consistently
meet presentation standards
TEAM LUCOR

Areas for development:
– Update throughout the day – Especially during personnel
changes
– Make sure to add “other activities” and employee
development
7
Activity Board
Floor Control
Activity Loops (Tidies and Cleans) and
Frequency
Other Activities / Special Reminders
Employee Development
(CBT / OJT)
Daily Goals: Customers
and Sales
8
Team Leadership / Training

Training
– Has the training been useful?
– What positive results have come from the training?
– How can you use the communication board, training folders,
and activity board to increase the training?
– Can you use the training programs in other ways than
getting people certified?

Team Development
–
How can you use the Wave 1 tools in developing your
team?
9
Effective Use of Downtime

Customer Rallies / Huddles
– When should we hold a rally or a huddle?
– Do these act to add a sense of excitement and teamwork in
your group?
– Does everyone participate?
– Is it difficult to think of relevant topics?
– Do you ask others to lead discussions in order to generate
participation and to make it interesting?
– How do you make sure that this happens on a regular
basis?
10
Coaching / Reinforcing Behaviors


Discuss as a
Discus
Group
Accountability
– How do you discuss accountability with your employees?
– Do you believe the tools are in place for you to enforce
accountability?
– How does the Operational Excellence operating model
make it easier to enforce accountability?
Performance Reports
– Do you give performance feedback on a regular basis?
– Do the employees respond / appear interested in
learning how to get ahead?
– Do you incorporate discussion about their career path
opportunities and set goals / milestones to work toward
with respect to the career path?
– Has JLU helped you in recognizing both good and poor
performance?
11
BREAK
12
Customer Team
FOCUSING ON THE CUSTOMER
SERVICE CYCLE
13
Customer Focus: Service Cycle

Led by Customer Service Advisor
Greet
Escort &
Lounge Orientation
Service Review
Ring Out
Vehicle
Handover/F
arewell
Led by Customer Service Advisor
14
Service Cycle

How consistent is the service cycle at your store?

What would you do to make it better?
– Greet
– Escort
– Service Review
– Cash out
– Vehicle Handover/Farewell

Is there anything you would like more help with?

What have your customers’ reactions been?
15
Service Cycle

Positives:
– Employees and stores that are really consistent in executing
service cycle are seeing positive results from customers
– Increases in CSS scores reflect consistent delivery of the
service cycle
– Ad hoc customer feedback being received at stores

Areas for development:
TEAM LUCOR
– Tailoring the Service Review to the customer
– Completing the ROC and pulling the air filter quickly
16
Car Team

JTSS

One Car/No Car
17
JTSS
 What issues do you have in keeping your team certified?
 What can you do at your store to develop better consistency?
 What are the primary steps in JTSS where there are still
inconsistencies?
 What questions do you still have about JTSS?
 What could we do to help you and your crews understand it
better?
18
JTSS

Positives:
– Stores are executing JTSS better
– Car times are improving
– Fewer errors

Areas for development:
TEAM LUCOR
– Executing JTSS when multiple customers come in the
Center
– Changing into the different “Ways” as staffing changes
19
Downtime: One-car, no car

How have you used the one car, no car
process to improve your team?

Has the team leader pulled himself out
of the service to observe and coach?

Why is using this process helpful to your
team?

How often should you use this?
Operational Excellence is about defining and consistently
delivering the desired BEHAVIORS at the store level.
20
BREAK
21
Facilities
Discuss as a
Discus
Group


How can we make sure that our facilities are kept up in
“Guide to Excellence” quality?
What tools do we have to help us recognize when it’s not
where it should be and how to get it there?
22
Progress Measurement

Customer Service Surveys

Store Status Reports

Mystery Shopper
23
Measurement Programs
Customer Measurement Programs:
Mystery
Shopper
Program
CSS
Program
• Simple program focused on key, customer experience areas only
• 1 shop per store minimum during wave
• Results delivered Weekly for more timely use in store improvement
• Included as one of the components in the KPI bonus for ALL
EMPLOYEES!
• Reporting at all levels of management
 Two
SSR
completed each week
Left with store for review
TEAM LUCOR
24
Mystery Shop Report
Discuss as a
Discus
Group
 What makes the Mystery Shop Report different than CSS or
SSR?
 How can these differences help us in improving?
 Why do we do a Mystery Shop when we have these other
tools?
25
Measurement Programs – CSS Scores
Discuss as a
Group

How do you currently use your CSS Reports?
– Do the employees understand that CSS measures the
customers’ perceptions, whether or not they actually
measure reality?
– Do they understand what each question specifically
measures (e.g. Information)?
– Are you using the RISE improvement process?
– Are you reviewing your overall progress as a trend, and
not just focusing on weekly scores? – SUSTAINMENT IS
THE KEY!
26
Store Status Report
Discuss as a
Discus
Group

Store Status Report
– How often is a Store Status Report completed in your
store?
– Is it reviewed with the entire staff, in addition to the SM /
ASM?
– Do employees see it as a coaching tool, or as a
performance metric they are measured against?
27
Wave Expectations: Wave 2 Highlights

Team Leadership

Customer Team – Service Cycle

Car Team – JTSS

Facilities – Keeping up to GTE Standards for Excellence
Refer to “Guide to Excellence” for Standards
of Excellence
28
Working Toward Sustainment
What Does Sustainment Mean?
Why is Sustainment Important?

Carry On


Continue


Maintain

Produces desired behaviors
We deliver ‘Every Time,
Everywhere’
Adds to future business
viability

Operational Excellence is THE way of operating.

Going back to the way things were before is not an option.
29
Working Toward Sustainment




Less attention from the market deployment team… DSOs, GSOs,
SVMs and AGM’s are to reinforce desired behaviors
Accountability must be maintained at each level of management…
YOU are the LEADERS…it is up to YOU to raise a red flag when you
see behavior that needs to be corrected
We must work together to monitor the ‘big picture’, without drowning in
the day-to-day details
It is always easier to go back to what is familiar and to what we know.
We have to work together to establish new behaviors and habits.
30
Closing
YOUR EFFORTS ARE
RECOGNIZED AND APPRECIATED.
GREAT JOB!
31
Closing
Questions???
32

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