Quality Service Leadership Team Charter

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1 Sample Cross-Functional Team Charter Quality Service Leadership Team Charter STATEMENT OF PURPOSE The Quality Service Leadership Team (QSLT) is a multi-level, cross-functional team responsible for initiating and overseeing the implementation of the quality initiative at [company name]. As change agents, the QSLT is to challenge the status quo and effect an integrated effort toward improving service performance at every level in order to increase customer satisfaction. The QSLT will encourage quality service through the use of the following: Values and principles Standards and measurements Training and development Service level agreements Rewards and recognition Continuous improvement Recovery and corrective action GOALS 1. Design, develop and implement a quality service initiative in accordance with the Quality Service Plan during the next two years that is unique to [company name]. 2. Transform [company name] service performance to extraordinary levels by increasing improvements to the baseline measure by [date]. 3. Embed service quality into all processes, procedures and policies at [company name] through the successful implementation of the Quality Service Plan and its various components by [date]. 4. Integrate the new program into the culture to the point where it becomes a way of life for employees and is an ongoing measurement of success by [date]. In order to accomplish the goals of this initiative, this team is created with the full support of senior management and is expected to become the foundation by which excellence in quality service will spread to all areas of [company name]. TIME REQUIREMENTS The team is expected to meet weekly for at least 1 hour and have approximately two hours of project work outside the meetings. EXPECTED ACTIVITIES 1. Creation of a leadership team to oversee the quality service initiative until it is fully integrated into [company name] culture. 2. Development of a quality service set of values and principles that will define the new culture and its expectations. 3. Development of an implementation plan identifying certain quality service areas for team member ownership and reporting to QSLT, expected outcomes, timeline, and resource requirements Page 1 of 5

2 4. Development of a measurement tool and process to create a baseline measurement for current levels of quality service. 5. Implementation of a customer feedback process to capture customer needs, wants, and desires for quality service expectations and to share results throughout [company name]. 6. Creation of a new definition of quality service for [company name] and individual employees. 7. Creation of written standards for all appropriate service delivery circumstances. 8. Benchmarking with other organizations both in and outside to determine best practices. 9. Integration of the quality service expectations into job performance descriptions and measures. 10. Establishment of performance minimums and corrective action processes when requirements are not met. 11. Development of an ongoing training program, including quality service techniques for managers and employees, employee empowerment, and understanding basic quality principles. 12. Creation of a service initiative in each department resulting in improved delivery of service. 13. Implementation of a reward and recognition system that correctly reinforces positive results. 14. Establishment of methods and strategies to sustain and/or upgrade the baseline; continuous examination of processes/procedures/policies from a service quality standpoint. 15. Development of an ongoing Service Level Scoreboard designed to measure [company name] quality service. 16. Guide, coach, and oversee the development of various sub-teams to work on various components of the initiative. EXPECTED RESULTS Written standards for all appropriate service delivery systems. The means to measure regularly the extent to which the standards are being met. Every employee able to define what quality service means to [company name] generally and in his/her own job situation. Quality service expectations as a component of every employee s job description. A system to reward (publicly and immediately) employees for providing extraordinary quality service. The delivery of quality service as a substantive component of every employee s job performance evaluation (annual review). Quality service as a formal and priority agenda item for all senior management, department, and staff meetings. All employees able to recognize circumstances where recovery action is required and empowered to take that action. The means to ensure the continuation of the Quality Service Program (to include the elements of training, periodic support from outside consultant, budget). All managers and supervisors fully trained to train quality service techniques to employees and evaluate employees on their quality service skills Page 2 of 5

3 AVAILABLE and NEEDED RESOURCES 1. Time allocation for QSLT 2. Use of outside consultant(s) to assist with the quality service initiative. 3. Budgetary resources as needed. 4. Access to all necessary business and customer information. 5. Computer resources as needed. EXPECTED COMMUNICATIONS 1. Regular communication with whole organization on a quarterly basis (minimum). 2. Minutes of QSLT meetings made available on the computer intranet. 3. Verbal communication and written status report for the Executive Management Team on a monthly basis. 4. Updates at staff-wide meetings. 5. Attendance by respective QSLT member at sub-team meetings, reporting regularly to QSLT on team s progress. 6. Quarterly communication with the Board of Directors by way of the Senior Management Group. EXPECTED MEASURING POINTS Achievement of strategic objectives Reduction in quality service-related problems Reduction in any process cycle time (improved efficiency ratings) Reduction in customer complaints Increase in new customers Elimination of work, errors, rework and delays Effectiveness of QSLT through self and other evaluations Employee responsiveness to new ideas and projects (implementation time) Change in the quality service levels as a before and after measure Number of service level agreements completed by department SKILLS and ABILITIES NEEDED 1. Interpersonal communication skills 2. Abstract thinking and problem-solving skills 3. Skill at planning, budgeting, and setting priorities 4. Knowledge of company policies and procedures and compliance regulations 5. High commitment to customer service and quality 6. Desire to achieve excellence 7. Ability to support and promote change 8. Understanding of company markets 9. Ability to see opportunities, think creatively, and move quickly 10. High energy 11. Comfort with high level of empowerment 12. Presentation skills 13. Writing skills 14. Analytical skills 15. Persuasive ability 16. Computer ability 17. Conflict resolution skills; diplomacy Page 3 of 5

4 18. Ability to delegate and relinquish at appropriate time 19. Data tracking and measuring experience 20. Positive attitude 21. Ability to lead groups MEMBERSHIP The QSLT will be composed of ten members from the various functional areas of [company name]. Members: [list names] Team Sponsor: [list name] Executive Sponsor: [list name] Once the team is established, it will determine how membership will be rotated. AUTHORITY LEVEL 1. Lead any and all changes which are necessary to foster and promote the successful integration of a quality service program. 2. Challenge, constructively, the current system, structure, procedures, and policies. 3. Recommend new policies, structure, procedures, and systems. 4. Seek out the involvement of employees to serve on sub-teams and other program initiatives. 5. View proprietary company information and maintain its confidentiality. 6. Surface dysfunctional methods and/or processes anywhere in [company name] and bring them to the attention of the team. 7. Report any obstruction of the Quality Initiative to the Senior Management Team. NEGOTIABLES/NON-NEGOTIABLES See attached chart. OTHER SIGNIFICANT ROLES and RELATIONSHIPS Roles: The QSLT must function in an advocacy role for any quality service sub teams. Relationships: Maintain effective relationships with all internal and external customers. Work collaboratively with the Senior Management Group (SMG) and seek their assistance, guidance, and involvement in the development of the quality initiative. The team must never foster or promote a them against us attitude or posture. The Senior Management Group provides the QSLT with a charter, support and empowerment and holds the team accountable. The SMG will be expected to resolve conflicts. The QSLT is expected to seek approval for policy issues and to submit reports to the Board, by way of the SMG. The QSLT will work effectively with HR and any other internal training units of the organization to integrate the quality training with other training needs. The QSLT is expected to maintain an effective, collaborative relationship with departmental management Page 4 of 5

5 NEGOTIABLES/NON-NEGOTIABLES CHART Defining roles, tasks and responsibilities Safety Customer Needs Laws and compliance Performance Review Process Conflict Resolution Process Initiate programs Tools Freedom to explore alternative approaches Recommend policy and procedure changes Team meetings Scheduling and overtime HR policies and laws Develop concepts Rewards and recognition Expected communications and team Measuring progress and team goals Exceed spending Targets Charter Page 5 of 5

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