Embed Size (px)
Citation preview
Satisfacción del Cliente – creando lealtad
Customer Satisfaction for Loyalty:A Case Study from SingaporeA Case Study from Singapore
Alan SmithINLAC F 2012INLAC Foro [email protected], [email protected]
Topics
Singapore Drive for Customer ServiceCustomer Centric Initiative at Mount Alvernia Hospital
Brief Introduction toBrief Introduction toSingapore and its Drive
forforCustomer Service
The Red Dot
Singapore factsg
Independence from Malaysia in 1965Independence from Malaysia in 1965Do or Die!
E t bli h i t ti l t ti f litEstablish an international reputation for qualityHigh QualityReliable governmentLow corruptionAttractive place to invest & live
Singapore Govg
Parliamentary DemocracyParliamentary DemocracyLed by consistent team of politicians since 1965
Current PM is son of first PM Lee Kuan YewCurrent PM is son of first PM, Lee Kuan Yew
Opposition is nominal , about 5% of voteRuling party seeks inclusion and input from industryRuling party seeks inclusion and input from industry leaders and trade unions
Singapore Iconsg
Singapore Iconsg
Singapore Iconsg
Continued renewal
Continued renewal
Continued renewal
Continued renewal
Singapore Statsg
2010 Ease of doing business 1 World bank2010 Ease of doing business 1 World bank
2010 World’s most competitive economy
3 WEFeconomy
2010 World’s Best Country for Business
5 ForbesBusiness
2010 Country Most Open to Trade 1 WEF
2010 World’s Freest Economy 2 Heritage Foundation
2010 World’s Best Labour Force 1 BERI2010 World s Best Labour Force 1 BERI
Singapore Statsg
2010 Country with Least 1 Transparency2010 yCorruption Perception
1 Transparency international
2010 World’s Most Desirable 1 Gallup0 0Immigration Hot-spot
Ga up
2010 World’s Best Country to 1 IMDWork In
2012 Greatest Longevity in World 4 WHO
2012 Least chance of dying <5 years old
1 WHO
2011 Most liveable city 4
Longevity – 4th Place in Worldg y
St ti tiStatistics
Total population 4,737,000Gross national income per capita (PPP international $) 47 970Gross national income per capita (PPP international $) 47,970Life expectancy at birth m/f (years) 79/84Probability of dying under five (per 1 000 live births) 3Probability of dying between 15 and 60 years m/f (per 1 000 population) 76/42Total expenditure on health per capita (Intl $, 2009) 2,086Total expenditure on health as % of GDP (2009) 3.9
Comparison: USA
St ti tiStatistics
Total population 314,659,000Gross national income per capita (PPP international $) 46 790Gross national income per capita (PPP international $) 46,790Life expectancy at birth m/f (years) 76/81Probability of dying under five (per 1 000 live births) 8Probability of dying between 15 and 60 years m/f (per 1 000 population) 134/78Total expenditure on health per capita (Intl $, 2009) 7,410Total expenditure on health as % of GDP (2009) 16.2
Singapore Hospitalsg
Singapore Hospitalsg
Singapore Hospitalsg
Private hospitals
Singapore Health Aimsg
To be a hub for healthcare in the regionTo be a hub for healthcare in the regionAll hospitals of high, international standard
Incentives for Qualityy
Early adoption of ISO9000, ISO14000 etcy p ,All government depts implementedInclude Prime Ministers Office, Tax Office, Military, H it l h lHospitals, schools
Adoption of Baldrige modelAgain implemented in government deptsAgain implemented in government deptsInc police, prison, airports, ports
Private sector pushed to followpGenerous grants to cover consulting & trainingUpto 90%
Incentives for Service
Public Service 21 established 1998Public Service 21 established 1998Customer Satisfaction Index annual report
i d dVarious awards sponsoredAwards given by ministers at public events
Customer Centric InitiativePhase 1 – service viewpointpPhase 2 – partner approach to involve othersCan include costs of IT systems y
Customer Centric Initiative at Mount Alvernia HospitalAlvernia Hospital
Mount Alvernia Hospital
Private Catholic hospital, 303 bedsBuilt and owned by the Franciscan Missionaries of the Divine Motherhood (FMDM).
Motherhouse located in Surrey, United Kingdom.Not-for-profit
Surplus goes to other activities of FMDMI l d h i i h it l dIncludes hospice in hospital grounds
Customers
Patients and familiesPatients and familiesLarge maternity deptMedical surgical e g heart neurosurgical orthoMedical surgical e.g. heart, neurosurgical, orthoOutpatients incl Accident/Emergency, X-ray, Rehab etcRehab, etc
Specialist doctorsI d d f h i lIndependent from hospitalCan choose where to treat patients
Mission StatementMission Statement
We deliver compassionate and high quality holistic care regardless of race and religionholistic care regardless of race and religion, guided by Christian values and the moral teachings of the Catholic Churchteachings of the Catholic Church
Vision StatementVision Statement
To be the industry leader in the delivery of compassionate and patient-delivery of compassionate and patientcentred health care
ISO 9001 Certified since 1997,Singapore Quality Class since 2000JCI-Ready since 2009
Objective & Scope f CCIof CCI
The Need for CCI
Losing number 1 position for maternityLosing number 1 position for maternityLosing brand recognition
i d ld f hi dPerceived as old-fashionedFeedback on customer service
Objective of CCIObjective of CCI
In line with our Mission and Vision, we aim to improve our service pdelivery processes, to provide service with differentiating gexperience for our customers.
Scope of CCIScope of CCI
Assessment – Gap AnalysisAlignmentTraining & DevelopmentImplementation & Reinforcement
Assessment
Focus Group Interviews: Staff & Customers27 G f St ff f i d t t27 Groups of Staff from various departments
(total 165)2 Groups of Ex-patients
Data Collection on Touch Points & Key Service ProcessesProcesses
Meeting with CEO & Senior ManagementMeeting with Process Owners of various touch pointsPre Mystery AuditPre-Mystery Audit
Alignment
Formulation of MAH’s Strategic Service Intent (SSI)
Opportunities for improvement and strengths id tifi d f th A t di didentified from the Assessment were discussedSSI developed: Your Trusted Healthcare PartnerService Values identifiedService Values identifiedService Values translated into actionable behaviours
Service Values
P R I D EP.R.I.D.E.Professionalism
R tRespectInnovation
DignityEmpathyEmpathy
Professionalism
I will greet everyone I meet with enthusiasmI will take initiative to introduce myself and keep my customers y p yinformed of the service to be renderedI will work with my colleagues across the Hospital as a team.I will not engage in unnecessary & inappropriate private conversations in front of customers and in public areasconversations in front of customers and in public areasI will portray a positive and confident image and take responsibility for my personal groomingI will act in the best interests of my customers and hospitaly pI will take ownership for mistakes I made and rectify them appropriately
ResponsivenessResponsiveness
I will attend to my customers’ calls and requests promptly I will always help or look for alternative solutionsI will listen to all customers’ feedback and act on them appropriatelyappropriatelyI will go the extra mile for my customers
InnovationInnovation
I will proactively upgrade myself to serve my customers betterI will embrace new ideas to meet changing needs I will share my skills and knowledge with my colleaguesI will share my skills and knowledge with my colleaguesI will constantly find new ways to enhance our customers’ experiencep
DignityDignityI will be racially, religiously and socially sensitive and refrain from labeling customersrefrain from labeling customersI will see every patient as being whole and completeI will ensure discreet discussion about my customers in a manner that respect their confidentiality and privacyI will ensure physical privacy and modesty for my customersI will respect customers for who they are and accord them due dignity
EmpathyEmpathyI will anticipate and be proactive in meeting the needs of my customersmy customersI will put myself in my customers’ shoes and be sensitive to their circumstancesI will maintain eye contact and listen attentively to my customersI will show care and concern for everyoneyI will maintain a pleasant tone of voice when serving my customers
Training & Developmentg p
Certified Service Professionals Programme - 80% ofCertified Service Professionals Programme - 80% of the 700 staff attended the Programme from August 2010 – May 2011.
Hired locum nurses to stand in for those on course
GEM Service Programme – remaining 20% of StaffLead A Service Team Supervisory Staff (23 StaffLead A Service Team – Supervisory Staff (23 Staff attended)Lead A Customer Focused Organisation – 39 Managers attended
CSP trainingg
Certified Customer ProfessionalCertified Customer Professional5 days, 20 staff on each course off-site
Including mgmt membersIncluding mgmt members
Each staff had to serve/host tea-breaksFeedback given by ‘customers’g y
Workshops, exercises, mindset, teamworkService characteristics pledgesService characteristics pledges
GREAT EFFECT ON SPIRIT OF STAFFGREAT EFFECT ON SPIRIT OF STAFF
10 GEMS (Go Extra Mile for Service)
I am passionatepI have a customer-first mindsetI personalise my servicep yI think positivelyI am a team playerI know my job wellI solve problemsI respect othersI strive for improvement
Service Initiatives
Various Work Groups working onVarious Work Groups – working on improvements “Windows to Hospital”Windows to Hospital
Accident & EmergencyHealth-screeningHealth-screeningwards
Coordinated by Service ExcellenceCoordinated by Service Excellence Task Force, led by CEO
Service InitiativesAdmission and Discharge experience
Enhancing admission and discharge experienceEnhancing admission and discharge experience Holding lounge for patientsEnhancing bed managementImproving Concierge Service
Service InitiativesInpatient experienceOutpatient experienceExperience in getting informationHR-related improvementsService blueprintsp
Health Screening Centre
SSSS SS SS
SS SS
HEALTH SCREENING CENTRE – Phone Enquiries/ Appointment Booking 1Service Values Step Verbal/ Message Non Verbal Avoid
HSC:Enq-1Greet and offer
Pick up the call as soon as possible
“Good morning/ afternoon/ evening, Mt. Alvernia, Health
Ensure that the tone is warm,
Sounding tired and
assistance
P.R.I.D.EProfessionalism
Greet customer, identify company’s name, department and yourself
Offer assistanceRet rn all missed call
Screening Centre, this is (your name), how may I help you?”
Missed calls: (if message was left)“Good morning/ afternoon/
friendly & helpful
Put a “smile” in your voice
lethargic
Sounding unfriendly and coldReturn all missed call “Good morning/ afternoon/
evening, I am (your name) from Mt Alvernia, Health Screening Centre. I am sorry to miss your call earlier. How may I help
?”
Sincerity in wanting to help
Speak slowly
cold
Sounding impatient or unwilling to
you?” Speak slowly and clearly
Address the customer by name
h ibl
help or assist customer with their enquiries
Giving a
HSC:Enq-2Offer assistance
After the enquiry, attempt to find out customer’s name
Address customer by
“Thank you for your enquiries. How may I address you Sir/ Mdm?”
“Sir/ Mdm or Mr/ Mdm wherever possible Giving a “cannot be bothered” attitude
P.R.I.D.EResponsiveness & Empathy
Address customer by name with salutation
Assist and answer customer’s enquiries completely
“Sir/ Mdm or Mr/ Mdm (name)…” (answer general enquiries according to various packages etc)
“Is there any other areas I can Make efforts to ask if
they have further enquiries or if any other forms of assistance is required
Encourage them to make
be of assistance to you?”“Would you like to consider
booking for a health screening appointment with us?”
53
Encourage them to make a booking where applicable
HSC:Enq-3Make effort to find relevant information to
If in doubt, seek to clarify after the customer explains their call
“Thank you for your enquiries.”
(Clarification) “I am sorry but
The Daily High 5
1. desired service behavior2. best script
AIDET3. AIDET4. SBAR alternate with Fish Philosophy5 Operational info or issue specific to each department5. Operational info or issue specific to each department
6. Areas involved: All nursing division Frequency: daily during handover at 7am, 2pm and 9pm. (non nursing area, once a day at 9am )Duration: 5 to 10 mins
E l fExamples of Improvementsp
Managed Waiting Experienceat A&E
Provide information on waiting expectationProvide information on waiting expectationOn arrival, and update where applicable
Enhance environment of waiting areasEnhance environment of waiting areasReading materials Options of TV channels pWi-fi accessChild-friendly aspects
Play area / game stationBaby-feeding facilities & formula milk& formula milk
A&E Information System( OPD)(eOPD)
What have been Benefits Future Plans achieved Completed electronic system
Easy access to patients’ medical
Enhancement will include:
for registration of patients, triage, medical records,
records during subsequent visits.
System for text message to inform patients when their turns are coming closer (the
electronic input of continuing monitoring of vital
Enable ease of monitoring the trend of vital signs
patients do not have to physically wait at A&E Dept)
signs. and alert the staff of any abnormalities in a
Linkage of A&E records with the inpatient records to allow staff and doctors to have
timely manner. patients’ medical history.
Room Enhancement
Provide new bed sheets, layered with a bed runner.An orchid flower is placed at the toilet
itiamenitiesRevamped Alvernia Suite
4-Bedded Room in Medicalin Medical
Surgical Ward
Paediatric Ward
Enhance Room Service
Beverage CornerBeverage CornerF&B
T k d li l i t i ti tTakeaway delivery meal service to inpatient New crockery for CCU and Day Surgery
CRM Systemy
Pilot Phase at CD Division with focus on:Pilot Phase at CD Division with focus on:• Centralise valuable customer information on a shared platform accessible by all CD departmentsplatform accessible by all CD departments
Enable more effective targeted marketing based on customer profile and preferencescustomer profile and preferences
Track and manage interactions with customers
Will be rolled out to other relevant departments over time
CRM SystemCRM System
Doctors Loyalty Card Members
Event /Maternity Tour
P ti i tMembers Participants
Corporations Medical Agents MediaMyAlvernia Subscribers
Reports & AnalyticsFor service improvement and to better understand customers’ needs and cater to them
Customer Service SSurveys
Customer Service Surveys
On-going Customer Service Survey for g g ydifferent customer segments.From 2 QTR 2011, Customer Service Q ,Survey Forms were revamped – to have separate survey forms for specific disciplines of inpatients sections and specific services of outpatientsAllow us to collect more specific feedback
Inpatient Service Survey Report
Overall Ratings - Yearly Trendg y
90%
100%
t & G
ood
60%
70%
80%
%Ex
celle
nt
40%
50%
60%
Exce
llent
30%2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
%E
Excellent Excellent/Good
Inpatient Service Survey Report
Overall Ratings Quarterly TrendOverall Ratings - Quarterly Trend
90%
100%
llent
& G
ood
50%
60%
70%
80%
nt
%E
xce
30%
40%
50%
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
3rdQTR
1stQTR
%Ex
celle
n
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Excellent Excellent/Good
Day Surgery Service Survey Report
Y l T d
100%
Yearly Trend
40%
60%
80%
0%
20%
40%
0%2006 2007 2008 2009 2010 2011
Excellent & Good Excellent
Day Surgery Service Survey Report
Quarterly Trend
90%100%
Q y
60%70%80%90%
40%50%
1st QTR 06
3rd QTR 06
1st QTR 07
3rd QTR 07
1st QTR 08
3rd QTR 08
1st QTR 09
3rd QTR 09
1st QTR 10
3rd QTR 10
1st QTR 1106 06 07 07 08 08 09 09 10 10 11
Excellent & Good Excellent
Mystery Shopper Audits
Mystery Shopper Auditsy y pp
Pre-audit – April 2010Pre audit April 2010Post-audit – April 2011SScope
Telephone Call In ExperienceWalk In ExperienceHospital Stay Experience
Summary of Telephone Call InTelephone Call In
Overall Perception of Call Quality
Summary of Walk In Visits & Hospital Stay
Mystery Shopper Audit O ll SOverall Summary
9.6% Improvement
Hospital PerformanceHospital Performance
2010 2011 VarianceDeliveries 5085 5595 10.0%Inpatient Admissions 20347 22365 9.9%Patient Days 60172 65979 9.60%Patient Days 60172 65979 9.60%Inpatient Operations 7109 7446 4.70%Outpatient Visits 48867 51576 5.50%
Future Plans
Service VideoService VideoService InnovationEnhanced Q-matic SystemEnhanced Q-matic SystemMystery Shopper Audits
Developments and Changes Last Two YearsLast Two Years
and the Next Two Years
Other Developments OverL t T YLast Two Years
Added 15 single bedded roomsAdded 4 medical suitesN P t ft C tNew Parentcraft CentreSQC StarSingapore Service Class CertificationSingapore Service Class CertificationSingapore Prestige Brand Awards (3 consecutive years) Best Healthcare Experience Award
Best Healthcare Experience Award
Developments In Progressp g
Phase 2 of Hospital Development:56 more Medical s ites56 more Medical suitesIncreased number of carpark lotsExpansion of Health Screening CentreExpansion of Health Screening Centre2 more Operating TheatresMore single roomsgLarger lobby with larger waiting area and more retail and F&B optionsDirect entry from Thomson RoadDirect entry from Thomson RoadNew Chapel
Hospital Development Plans
Developments In ProgressDevelopments In Progress
Working with MOH Holdings on implementation of Electronic Medical Records in MAH in line with the National plan forin MAH, in line with the National plan for Electronic Health Records
Significant New Equipment Purchases:A second MRI machineA d CT hiA second CT machine
