Using Voice of Customer to Create Shared Consciousness

Transcription

1 Using Voice of Customer to Create Shared Consciousness MALCOLM BALDRIGE PILOT Robert Netzer Seagate Technology VOICE OF CUSTOMER JOURNEY GROUP APPLICATION ACTIVITY OUR VOICE OF CUSTOMER PROCESS BENEFITS OF VOICE OF CUSTOMER 1 1

2 Staggering Data Growth 160,000 hours of netflix & youtube video streamed 39,000 photos uploaded to instragram 200,000 apps downloaded 4 billion terabytes = 4 trillion gigabytes 2

3 HDD / FLASH BRANDED SILICON SYSTEMS HYBRID SOLUTIONS 3

4 HDD / FLASH BRANDED SILICON SYSTEMS HYBRID SOLUTIONS 4

5 HDD / FLASH BRANDED SILICON SYSTEMS HYBRID SOLUTIONS 5

6 Hard Disk Drives vs. the Automobile Since hard disk drives were introduced in 1956, storage density has increased 10,000-fold and the price per megabyte has decreased 1,000 times If automobiles had matched hard drives in technological advances, today a car would: Get 25,000 miles per gallon Cost $15 Weigh 8 ounces Reach a top speed of 850,000 mph

7 Seagate Recording Head and Drive Centers WAFER SLIDER HGA STACK DRIVE MEDIA Bloomington, MN, USA Springtown, N. Ireland Recording Head Penang, Malaysia Teparuk, Thailand Korat, Thailand Korat, Thailand Wuxi, China Teparuk, Thailand Korat, Thailand Wuxi, China SuZhou, China Korat, Thailand Longmont, Colorado, USA Shakopee, MN, USA Gwanggyo, South Korea Science Park, Singapore Recording Head Organizations Drive Design Centers & Factories 7

8 The Baldrige Excellence Framework and Criteria Leadership and performance management framework Empowers organizations to accomplish its mission, improve results, and become more competitive How do you Category 3: Customers 3.1 Voice of the Customer - Listen to customers? - Determine their satisfaction? 3.2 Customer Engagement - Determine product offerings? - Enable customers to seek info & support? - Determine customer groups / markets? - Build and manage customer relationships? - Manage customer complaints? 8

9 Seagate Bloomington s Malcolm Baldrige Pilot How do you measure customer satisfaction? No formal process for customer satisfaction measurement Employee Survey What does the workforce perceive? Self Assessment How does management rate is processes? Most customer discussion on results, somewhat on methods Unclear how customer feedback is used to drive strategy 9

10 Building a Survey Malcolm Baldrige Criteria for Caegory 3 (Customer) a great starting point Support How do you enable customers to seek information and support? Cat3.2(a)2 Market Segmentation How do you identify product offerings to meet requirements and exceed expectations of customer groups and market segments? Cat3.2(a)1 10

11 Building a Survey Many Malcolm Baldrige categories provide inspiration SUPPORT (4) ISSUE MANAGEMENT (6) QUALITY (4) TECHNOLOGY DEVELOPMENT (5) COMPETITIVE (12) [external supplier] COLLABORATION (5) INITIATIVE / VOC LEARNING (6) 3.2(a)2 Customer Support 3.2(b)2 Complaint Management 7.1(a) Customer-Focused Product and Process Results 7.1(a) Customer-Focused Product and Process Results 6.2d Innovation Management, 3.2(a)2 Customer Support 7.1(a) Customer-Focused Product and Process Results 3.2 Customer Engagement, 4.1(a)2 Comparative Data 3.2(b)1 Relationship Management ADLI - Learning 11

12 First Voice of Customer Survey Feedback Too Focused on Internal Metrics & Certain Customer Requirements Not Being Met Quantified Satisfaction Clear Customer Priorities Engagement External Suppliers Can Be Easier to Work With Recording Head Organizations do Not Always Work as One Team 12

13 The most insight comes from: Specific examples allow initial interpretation of results No need for a follow-up survey to ask for underlying reasons behind the scores Helps solicit candid feedback on non-results like culture, methods, and attitudes Feedback can be turned into actionable information 13

14 Implemented Opportunities for Improvement Created Customer Oriented Metrics Improved Metrics Integrated Some Business Processes Improved Engagement Improved Customer Support Model & Issue Management Process Formalized a Virtual Organization Recording Head Group (RHG) 14

15 Seagate Recording Head and Drive Centers WAFER SLIDER HGA STACK DRIVE MEDIA Bloomington, MN, USA Springtown, N. Ireland Penang, Malaysia Korat, Thailand Teparuk, Thailand Korat, Thailand Wuxi, China Teparuk, Thailand Korat, Thailand Wuxi, China SuZhou, China Korat, Thailand Longmont, Colorado, USA Shakopee, MN, USA Gwanggyo, South Korea Science Park, Singapore Recording Head Organizations Drive Design Centers & Factories 15

16 Example: Formalized Recording Heads Group (RHG) Clearly understood mission and vision Shared goals & measures customer oriented Clarified ownership for cross-organizational issues Improved communication With partners: organizations share informed perspectives With customers: speak as one team WAFER SLIDER HGA STACK DRIVE Recording Head Organizations (partners) Internal Customers 16

17 Example: RHG Issue Management Process Benchmarked other Malcolm Baldrige award applications Attributes from Baldrige Applications Category 3.2(b)2 Complaint Management Systematic complaint log RHG Issue Management Process Multiple input channels Routing of complaints to responsible staff Quick acknowledgement of complaint Regular follow-up Clear expectations of turn-around time Complaint process used to drive improvement 17

18 Group Application Activity GROUP APPLICATION ACTIVITY OUR VOICE OF CUSTOMER PROCESS BENEFITS OF VOICE OF CUSTOMER 18 18

19 With a neighbor, discuss examples of Effective and less-effective voice of customer surveys or Other ways to capture customer input Seagate Confidential 19

20 The RHG Voice of Customer Process Not just a survey Analyze & Compare with Metrics Discuss Results with Customer Improvement Planning Survey 1. Listen Are to we what on track? they say 2. Tell Any them changes Use Drive what feedback to awareness you need heard to drive & 3. Share or Perception priority Did what we get vs the reality? organizational you required? commitment are right going to do 4. Show alignment them message? your on progress priorities 5. Ask them how you are doing Quarterly Customer VOC Engagement Implement Improvements Share Improvement Plan with Customer & RHG 20

21 Benefit #1: UNDERSTANDING WHAT S MOST IMPORTANT You can t focus on 100 things, but you can focus on a few Survey gives a clear set of customer priorities Year-over-year trends measure results & rate of progress Results can be broken down by category, question, and customer site 21

22 Benefit #2: LEARNING Measure the effectiveness of your improvement actions RHG is generally focused in the right areas to achieve competitive goals FY15 RHG is focused on the right areas to achieve competitive goals? 74% agree / strongly agree RHG has increased focus &/or delivered improved results in top priority areas Do you see increased level of focus and/or improvement? FY15 1. Technology & manufacturing improvement projects 87% 2. Ease of doing business 89% 90% 3. Responsive with improvements 92% 22

23 Benefit #2: LEARNING Share feedback & improvement ideas with other organizations RHG VOC Learning Examples 1. Survey approach 2. Reporting & analysis of results 3. Customer feedback 4. Improvement actions Media VOC 23

24 Benefit #3: IMPROVING CUSTOMER ENGAGEMENT Opens opportunity for more discussion on culture & attitude RESULTS METHODS CULTURE AND ATTITUDE Typical workplace engagement emphasis VOC opens the door on topics less natural in regular forums Example of team dynamics: Ownership push-back or problem solving? Drive Customer We found issues with the drives Are you suggesting it s not a head problem? RHG Support Did anything else change in the system? No, just trying to understand other contributing factors 24

25 Benefit #4 IMPROVING COMMUNICATION Manage communication more strategically Before VOC. now solidly heading toward Internal Metrics Customer Focused Metrics Tactical Issues Management Following the Issue Management Process Debate on Ownership Debate on Solutions! Discussion on Myriad of Challenge Areas Sharing Progress on Key Customer Priorities 25

26 Benefit #5: ORGANIZATIONAL ALIGNMENT Organizational alignment & strategy development VOC has become a key input to strategy development Helped unify the RHG organizations around a common vision & mission Provided direction toward achieving customer focused culture Shared Resources VOC FEEDBACK STRATEGY DEVELOPMENT Shared Metrics IMPLEMENT & EXECUTE MONITOR PROGRESS 26

27 SHARED CONSCIOUSNESS* Transparency and inclusiveness Organizations shares informed perspectives A sense of common ownership and responsibility Clearly understood mission Vision: best-in-class as measured through the eyes of the customer * McChrystalGroup CrossLead 27

28 THANK YOU Seagate Confidential 28