Sommaire. Semaine 36 du 05 au 11 septembre 2011 N 190. Le respect du client... le test du service Applying lean principles reduces wait time 3

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1 Semaine 36 du 05 au 11 septembre 2011 N 190 Sommaire Le respect du client... le test du service... 2 Applying lean principles reduces wait time 3 Leading and Managing (Networked) People Must Evolve 4 Performances Veille 2011 Performances MC Tous droits réservés 1

2 Le respect du client... le test du service... C'est un coup de griffe que je lance! Être client aujourd'hui n'est pas toujours facile.. Confrontés au quotidien face à des entreprises "autistes", les clients ont parfois la vie dure.. Et c'est tous les jours que nous le vivons, nous mêmes au quotidien Force est de constater que les sourires et attentions sont plus souvent destinés aux prospects qu'aux clients fidèles.. Combien de lettres sans réponse, de files d'attente interminables, d'accueil sans âme, de promesses non tenues????? Combien de fois vous êtes vous sentis, non pas client" bienvenu" mais anonyme "gêneur" Oui celui qui gène les autres qui travaillent! On doit quémander de l'attention, réclamer un regard, insister pour que l'on s'occupe de nous... Et je me pose alors une question.. Les dirigeants de ces entreprises qui malmènent dans leurs clients ont ils conscience de cet état de fait? Les responsables qualité de ces sociétés sont ils au courant de ce chaos? Rien n'est moins sur... Pourtant... ce client n'est il pas la ressource la plus importante de l'entreprise.? Celle qu'il faut sécuriser par mille attentions! Aujourd'hui plus que jamais le client a le choix et a véritablement pouvoir de décision sur l'entreprise. Il décide de sa pérennité.. Les managers s'en rendent ils bien compte? Le respect du client devrait faire partie des critères d'évaluations des collaborateurs des entreprises... Et les managers devraient tous faire " le test du service" au sein de leur société... C'est à dire se mettre dans le peau de leur client au moins une fois dans leur vie!. Tester l'accueil téléphonique en aveugle, vérifier l'efficacité de ses commerciaux, vivre le parcours de ses clients... Instaurer une réelle culture, s'efforcer de faciliter la vie de ses clients chaque jour, s'engager à le satisfaire du premier coup, à tous les coups, autant de challenges à lancer.. La qualité de service est celle du terrain, celle qui est perçue par les clients... Un beau défi non? Par GILLET GOINARD FLORENCE Performances Veille 2011 Performances MC Tous droits réservés 2

3 Applying lean principles reduces wait time Challenge: Applying lean manufacturing techniques to an organization that cares for people might seem dubious, but it worked for the staff of Capella Healthcare in Muskogee, Okla. Muskogee Regional Medical Center, a 275-bed facility owned by Franklin, Tenn.-based Capella Healthcare, was experiencing a serious problem: the emergency department ranked lowest among Capella s hospitals and in the bottom 1 percent of emergency departments across the country. Background: Capella Healthcare owns and/or operates 13 general acute-care hospitals in seven states, including three in Jasper, McMinnville and Sparta, Tenn. The medical center in Muskogee, Okla., is the system s largest and offers the widest range of medical care. We knew we needed to improve our patient satisfaction scores, says Teresa Williams, vice president and chief quality officer of Capella Healthcare. But we didn t want to simply meet a numeric goal. We wanted to provide better care for our patients. Concept: Capella s senior vice president and chief operating officer, Michael Wiechart, had attended a Lean for Healthcare course at the University of Tennessee. Originating in the Japanese manufacturing industry, lean principles have been applied successfully by many manufacturing and service industries. Solution: Capella executives believed applying lean principles to Muskogee s emergency department could transform it. A team comprised of Muskogee personnel and Keith Leitner, faculty member for the UT Center for Executive Education s Lean for Healthcare course, spent days and nights observing Muskogee s current processes, interactions between patients and staff, as well as documenting what was right and what needed to be improved. One significant improvement implemented immediately was to remove a barrier between patients and caregivers. A wall separated the two, and although it won t be torn down until a future renovation, the caregivers were moved out from behind it. Patient rooms were also grouped into pods with nurses assigned to specific pods. The result was happier patients and more satisfied employees. Lean emphasizes efficiency. Medical supplies that once were stored in inconvenient locations were moved bedside, and a simple system of color-coded visual cues outside each ED room conveyed patients status to caregivers. These lean-inspired changes allowed caregivers to work more efficiently, giving them more quality time with their patients. Results: Muskogee s emergency department began its journey in early 2010 and results were evident within months. Muskogee s patient satisfaction in the ED now ranks in the upper 60 percent nationally, says Beth Wright, Capella s vice president for corporate communications and strategic marketing. We aren t going to stop now, but that s a huge difference already. Patients time in the ED has been reduced by almost 15 percent, with time between patient registration and discharge cut almost in half. Doctors and nurses no longer perform tasks that don t add value to patient care. Doctors and nurses are getting back to what they do best and what they want to do more of: care for patients, Wright says. Capella continues to implement lean principles at its facilities. Performances Veille 2011 Performances MC Tous droits réservés 3

4 A key to successful lean implementation is empowering staff members, Wright says. We ve seen people realize how each department affects others and how working together can result in the elimination of waste and higher employee satisfaction. Creating more efficient processes does not translate into eliminating positions. Growth is the desired result. With leaner processes, Capella can become the health care provider of choice in each of its 13 markets. Leading and Managing (Networked) People Must Evolve OK... so it looks like the Web, hyperlinks and social platforms for interaction are here to stay (unless electricity grids fail or corporations and governments completely take over the Web). For the past couple of years at least there have been increasingly numerous and strident calls for fundamental make-overs of both management and leadership. People everywhere are clicking into the fact that yesteryear s models and ways are less and less effective.. and yet we all labor on whilst yelling change.. change, or die.. etc. World-renowned organizational effectiveness guru Gary Hamel set out the fundamental challenge(s) in his 2007 book The Future of Management. Others, such as John Hagel and John Seeley Brown s The Power of Pull, have weighed in with equally sharp and challenging premises and theories. All of these pieces signal an urgent need to innovate and adapt to a new set of conditions.. conditions which are rapidly on their way to becoming ubiquitous and/or expected by the generations entering or approaching their chapter-of-life in the workplace. It sometimes feels like this is only the next round or wave of coming to terms with rumblings and dynamics that began back in the 60 s and 80 s. After all, we began hearing about the critical need for empowerment, continuous learning, flexibility, agility and resilience at least two decades ago. Most of the pioneering work in these areas came from the soft-and-squishy (or seen to be that way) world of Organizational Development (OD), from people like Eric Trist, Fred Emery, Bill Passmore, Marv Weisbord, Peter Block, Charles Handy, Meg Wheatley and many many others. As the years have passed since these pioneers first addressed the human issues in organizational structures and processes derived from engineering and efficiency principles, various elements of their thinking and practices have inexorably found their way into managing processes and people. I suggest that this is entirely understandable as the increasing frequency and intensity of complicated and complex organizational activities have grown over time, and along with the evolution of peoples expectations about work and meaning in a modern era. My premise is that management innovation is available from that world of organizational development, as it s principles and dynamics are closely aligned to Hamel s suggestion that activities will still need to be coordinated, individual efforts aligned, objectives decided upon, knowledge disseminated, and resources allocated, but increasingly this work will be distributed out to the periphery. The New Context Demands New Principles What was yesterday called Enterprise 2.0 and today is called Social Business can be seen as the emergent stage of the intersection of significant advances in information technology, management Performances Veille 2011 Performances MC Tous droits réservés 4

5 science applied to business process, the analysis and control of operational activities AND the interaction and participation of people with information, opinions and knowledge to share. These forces and factors are converging in today s workplaces, wherein a continuous flow of information is the rule rather than the exception. Thus, it s essential to cast a critical eye on the fundamental assumptions of work design and how work is managed. The core assumptions embodied in widely-used methodologies today still present work as static sets of tasks and knowledge arranged in specific constellations on an organization chart (see all major job evaluation methodologies for more detail). It s getting clearer and clearer today that the capabilities and dynamics of what started in the consumer realm as social software those funny things called blogs, and wikis, and widgets stitched together into and by web services are finding (and have found) their ways into the workplace. That they have migrated to the workplace makes sense. People have always (at work) been creating and building up... knowledge through exchanging information, talking and arguing and pointing out other ideas and sources of information and ways to do things. Such services and tools and the reasons for which people use them are the means by which general human activity (purposeful and otherwise) translates to the online environment. So, as stated at the outset, it seems clear that we re situated in a more interactive, less static environment. Whether we like it or not, we are passing from an era in which things were assumed to be controllable (able to be deconstructed and then assembled into a clear, linear, always replicable and thus static form) to an era characterized by a continuous flow of information. Because it feeds the conduct of organizations large and small, it is a flow that necessarily demands to be interpreted and shaped into useful inputs and outputs. The methodologies still in use today generally did not foresee working with networked information flows, and thus the way work is designed and managed does not really address how it could or should be managed. We need to revisit the fundamental principles of work design AND the basic rules used to configure hierarchical organizations in which the primary assumption is that knowledge is put to use in a vertical chain of decision-making. Both Horizontal and Vertical Horizontal flows of information and peoples engagement have already been put to work in a range of early Enterprise 2.0 and Social Business experiments. But let s be honest.. how these will work, or not, is to date less than clear. There s an enormous amount of inertia and habit to overcome, all whilst confronting continuously turbulent conditions seasoned with healthy helpings of ambiguity.. about economics, governance and peoples collective capabilities to adapt. Hierarchy is not disappearing from the organizational landscape.. nor should it. It s an useful construct for clarifying decision-making and accountability, and I believe it will come to co-exist with the core dynamics of networked people and information a dynamic two-way flow of power and authority based on knowledge, trust, credibility and a focus on results.. which, incidentally, is a fundamental aspect of all the democratization (it s probably too early to yet call it that, but let s do so for the time being) we are witnessing in the recent uprisings in North Africa and the Middle East. Would that our western governments and organizations watch and learn as they embark on the renewal of leadership and management in the 21st Century. Performances Veille 2011 Performances MC Tous droits réservés 5

6 The implications are huge, will demand significant effort and responsibility on the part of all individuals, and may lead to very different ways of working and being in and of the world. But clearly, we must evolve what we have been doing looks less and less likely to be as effective as necessary in the rapidly-approaching future. Jon Husband Performances Veille 2011 Performances MC Tous droits réservés 6