Excellence in Operations and Excellence in Operations and Delivery of the Desired Customer Delivery of the Desired Customer Experience Experience

Wave 2 Kickoff Wave 2 KickoffPrepared for: Team LucorGSO, SVM, AGM, and CSA

2010

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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

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WELCOMWELCOME!E!

INTRODUCTIONSINTRODUCTIONS THANK YOU!THANK YOU!

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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

What is Wave 2?:

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Wave 2 FocusTEAM 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

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Wave 2 Focus

TEAM LEADER

Activity Board

Guide to Excellence

Team Leadership / Training

Communications Board

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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?

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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

Areas for development:– Update throughout the day – Especially during

personnel changes– Make sure to add “other activities” and employee

development

Activity Boards / Guide to Excellence

TEAM LUCOR

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Activity Board

Floor Control

Activity Loops (Tidies and Cleans) and Frequency

Other Activities / Special Reminders

Employee Development (CBT / OJT)

Daily Goals: Customers and Sales

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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?

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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?

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Coaching / Reinforcing Behaviors

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?

DiscusDiscuss as a

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?

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BREAK

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Customer Team

FOCUSING ON THE CUSTOMER SERVICE CYCLE

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Customer Focus: Service Cycle

Greet Escort &

Lounge Orientation Service Review Ring OutVehicle

Handover/Farewell

Led by Customer Service Advisor

Led by Customer Service Advisor

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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?

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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:

– Tailoring the Service Review to the customer– Completing the ROC and pulling the air filter quickly

TEAM LUCOR

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Car Team

JTSS

One Car/No Car

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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?

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JTSS

Positives:– Stores are executing JTSS better– Car times are improving– Fewer errors

Areas for development:

– Executing JTSS when multiple customers come in the Center

– Changing into the different “Ways” as staffing changes

TEAM LUCOR

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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.

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BREAK

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Facilities

DiscusDiscuss as a

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?

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Progress Measurement

Customer Service Surveys

Store Status Reports

Mystery Shopper

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Mystery Shopper Program

CSS Program

•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

•Simple program focused on key, customer experience areas only

•1 shop per store minimum during wave

Measurement Programs

Customer Measurement Programs:

TEAM LUCOR

SSR Two completed each weekLeft with store for review

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Mystery Shop Report

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?

DiscusDiscuss as a

Group

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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!

Measurement Programs – CSS Scores

Discuss as a Group

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Store Status Report

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?

DiscusDiscuss as a

Group

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Team Leadership

Customer Team – Service Cycle

Car Team – JTSS

Facilities – Keeping up to GTE Standards for Excellence

Wave Expectations: Wave 2 Highlights

Refer to “Guide to Excellence” for Standards of Excellence

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Working Toward Sustainment

What Does Sustainment Mean?

Carry On

Continue

Maintain

Why is Sustainment Important?

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.

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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.

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Closing

YOUR EFFORTS ARE RECOGNIZED AND APPRECIATED.

GREAT JOB!

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Closing

Questions???