People-oriented: the management of service-oriented Enterprises

Source: Internet
Author: User

Reading Notes on human Sigma

In traditional industries, product quality difference is the key to an enterprise's survival. The production management's control of the quality Zhongxing curve is the key to enterprise profitability. The core idea of Six Sigma is to reduce process and system differences.

Human Sigma provides a regular method for evaluating, managing, and improving customers and employees in the company.

Quality is created rather than controlled. The focus of the manufacturing industry is products, specifications, and efficiency. The service industry emphasizes personalization and interactions between people.

Generally, S & P 500 companies have about 80% of the market value derived from their intangible assets-the company's brand, customer base and customer loyalty, employee talent, innovation and R & D, these are the key factors.

For the sales and service economy, the biggest challenge is not to establish stronger relationships with customers, but to expand the relationship between large enterprises.

Any practices that sacrifice personal ideas and creativity in exchange for unified standards are doomed to fail. Simplicity is the key to performance measurement and management effectiveness.

Health indicators of the employee-customer contact system: Customer Relationship (Heart), employee relationship (BREATHING), overall financial strength (blood pressure ). The evaluation of customers and employees is a precise indicator of the health of the current institution.

Rule 1: manage employees and customers in the same human system. The customer seeks not only transactions, but also establishes a relationship. the value provided by the customer with emotional satisfaction is greater, the most important data is the proportion of customers who recommend companies to others as a supporter of the company.

Excessive simplification may lead to lack of understanding and poor decision-making.

Rule 2: emotion sets a framework for employee-customer contact.

Under the slogan of behavioral economics, the foreground theory realizes the re-unification of psychology and economics.

The basic level of emotional dependence-confidence, meeting the basic needs and commitments of customers.
The second level of emotional dependence-honesty lies in equal treatment. There are three categories of fairness: fair allocation, which solves the issue of resource allocation (equity, equality, and demand); fair process, which is used to determine the process or system of resource allocation; fair interaction, whether the treatment is fair.

The best way for a customer to solve a problem and remedy the problem is to apologize.
1) acknowledge the existence of the problem
2) apologize for the problem
3) grasp the initiative of the problem and follow up the development of the problem, even if the problem is not solved
4) handle the problem on the spot
5) if the problem cannot be solved immediately, report the problem to the superior as soon as possible. The delay will cause problems.
6) give the customer a satisfactory response, so that they can trust the company more.
A passionate person is better than 40 people who are only interested.

The third level of emotional dependence-the sense of honor, the company inspires positive associations and positive recognition.
Humans understand themselves and their pursuits by observing their actions.

The fourth level of emotional dependence-passion is the ultimate expression of emotional dependence.
The relationship between customers and the company cannot be replaced. In this way, the proportion of customers is only 18%. Compared with ordinary customers, the profit created by loyal customers is 23% higher than the average profit, less loyal customers are 13% lower than average profits.

The primary source of intangible assets is dedicated employees. No organization has a single culture.

Five steps to improve employee-customer contact:
1) understand the task objectives
2) exercise how to respond to customers or visualize them
3) how to respond to or meet their requirements
4) evaluate consumer data and feedback
5) Repeat the preceding steps
The performance of individuals, working groups, and the entire enterprise will improve with the increase in employee engagement. The premise of cooperation between people is mutual benefit to some extent. Improving employee engagement is the starting point for improving the overall performance of enterprises.

Rule 3: global thinking and local operation require local evaluation and management of customer contact with employees.

The evaluation of employee-customer contact is meaningful only at the corresponding management level. The difference in the effectiveness of employee-customer contact is very important.

Rule 4: You must understand a number-human Sigma scale.
The increasing performance of human-oriented Sigma comes from the countless daily growth of various business units.

The pHi function can be similar to the human-dependent Sigma quadrant and the level influence coefficient, which is directly related to the famous golden split rate of 1.618034.

Rule 5: the improvement of human sigma performance requires careful and positive intervention, including the combination of execution and conversion.
18-month rule: After about 18 months, the performance began to show a flat line.
The quarterly customer evaluation results are the best, and data analysis is the means, not the purpose. The company specifies a three-year road map based on the obtained baseline performance data.

The first wave of executive intervention-unified brand commitment.
The degree of freedom of each local team should be determined by its performance level. careful verification, evaluation, and modification of the business unit's action plan can increase the possibility of success. Correction is effective, but encouragement is more effective.

The result is that the data collected by the survey is used to find opportunities for improvement, and communicate with customers and employees directly facing customers based on these findings to find a local solution. The current low-performance business unit is one of the greatest opportunities provided by human Sigma. The productivity of advantageous intervention methods is 12.5% higher than that of unused business units, the rate of return is 8.9% higher, and the personnel turnover is 14.9% lower.
It can be a deep-rooted natural tendency. No matter what you learn, you must stick to 10000 hours of exercises to reach the real master level.

If you fail, you can admit it and try again. However, you must try again. -- Roosevelt

People-oriented: the management of service-oriented Enterprises

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