第八讲：以顾客为中心的机构：

1、Topic 8 : A Customer Focused Organization:第八讲：第八讲：以顾客为中心的以顾客为中心的机构机构：Using Assessment and Continuous Improvement to Drive Performance以评估和持续不断的改善来提升以评估和持续不断的改善来提升绩效绩效Rick LuceMay 11, 2009We Need a Systems Approach我们需要一个系统方法我们需要一个系统方法 The human body is a system, our subsystems work together to keep us

2、 healthy人体是一个系统，我们的子系统会一起运作让我们保持健康人体是一个系统，我们的子系统会一起运作让我们保持健康 Research libraries are systems, requiring a management system to keep the subsystems working together to be healthy研究图书馆的健康运作，需要依赖管理系统使子系统一起运作研究图书馆的健康运作，需要依赖管理系统使子系统一起运作Anyone who learns to see the organization as a system can never again

3、feel satisfied with “improvement” initiatives which simply change staffing and the org chart but do not tackle the system itself任何晓得把组织看成一个系统的人，决不会满足于那些只是改变人事任何晓得把组织看成一个系统的人，决不会满足于那些只是改变人事和组织架构而不解决系统本身问题的和组织架构而不解决系统本身问题的“改善改善”计划计划c Rick Luce, HKUL, May 2009 cWhere Assessment Fits适适於於评估的评估的元素元素Assess

4、ment a method of planning for improvement评估评估 计划改善的方法计划改善的方法 Catalyst for organizational change (not a quick fix)组织转变的催化剂组织转变的催化剂而不是捷径而不是捷径qGain staff understanding for need for improvement & commitment to shared improvement goals赢取员工对改善及分担共同改善目标之重要性的理解赢取员工对改善及分担共同改善目标之重要性的理解c Rick Luce, HKUL, M

5、ay 2009 cWhere Assessment Fits适适於於评估的评估的元素元素Ideally a performance measurement matrix balancing:理想的绩效评理想的绩效评估估矩阵矩阵会会评衡：评衡：qQuality = customer defined goodness internal & external质量质量 = = 顾客定义为顾客定义为优质优质者者 内部顾客及外部顾客内部顾客及外部顾客qTime = speed, how fast is the response, agility時間時間 = = 速度，反應有多迅速，敏捷度速度，反應

6、有多迅速，敏捷度qCost = resources spent on people, processes, or organizational shifting or rework成本成本 = = 投放于人力上的资源投放于人力上的资源， 流程，流程，组织变动或重整组织变动或重整c Rick Luce, HKUL, May 2009 cPerformance Measures: our Vital Signs绩效量度绩效量度 : : 如我们的如我们的生命徵象生命徵象Statements without performance measures are wishful thinking - wit

7、hout data, we dont know没有绩效量度的报告只是没有绩效量度的报告只是主观愿望主观愿望而已而已 没有数据没有数据，我们不得而知我们不得而知qAll libraries have volume or transaction data - provides no process insight所有图书馆均有数量或处理数据所有图书馆均有数量或处理数据 - - 没有提供流程分析没有提供流程分析 Move from a focus on product metrics to process metrics把焦点从产品量度移向流程量度把焦点从产品量度移向流程量度Process perf

8、ormance (statistics, run charts, variation)流程量度流程量度 ( (统计，统计，走勢圖走勢圖 ，变动），变动）c Rick Luce, HKUL, May 2009Performance Metrics绩效衡量指标绩效衡量指标Getting to the right metrics找出找出“恰当恰当”的衡的衡量指標量指標qWhat is the value equation?什么是价值等式什么是价值等式? ?qHow do we compare & differentiate ourselves?如何比较和突出自己如何比较和突出自己? ?qFo

9、cus on : Customer, process, sponsorship metrics 集中于集中于： 顾客顾客，流程流程，赞助项目的赞助项目的衡量指標衡量指標 c Rick Luce, HKUL, May 2009Hedgehog View: Constancy of Purpose 持之以恒持之以恒What are webest at?我们的最强项我们的最强项是什么是什么? ?What are wepassionate about?什么事我们会什么事我们会热心去做热心去做? ?What drives our valueengine?什么驱动我们的什么驱动我们的价值引擎价值引擎? ?

10、Adapted from: Jim Collins. Good to Great. 2001c Rick Luce, HKUL, May 2009 cID Key Success Factors成功的重要因素成功的重要因素Characteristics of successful organizations:* 成功机构的特色成功机构的特色1.Do something others cannot do 做一些别人做不到的事情做一些别人做不到的事情2.Do something well that others do poorly, or 把一些别人做不好的事情做好把一些别人做不好的事情做好, ,

11、 或者或者3.Do something others have great difficulty doing well 做一些别人极难做得好的事情做一些别人极难做得好的事情*Prahalad and Hamel. The Core Competencies of the Corporation. HBR, May/June 1990.c Rick Luce, HKUL, May 2009 cID Key Success Factors成功的重要因素成功的重要因素q10-15% of research libraries content / services are unique 10-15%

12、10-15% 的研究图书馆的内容或服务均有其独特性的研究图书馆的内容或服务均有其独特性What % of the budget resources support that?其得到其得到的经费百分比是多少的经费百分比是多少? ?*Prahalad and Hamel. The Core Competencies of the Corporation. HBR, May/June 1990.c Rick Luce, HKUL, May 2009 cManagement Principles of Successful Organizations成功机构的管理原则成功机构的管理原则 Strong

13、customer focus 强烈的顾客至上的信念强烈的顾客至上的信念 Effective leadership 有效的领导有效的领导 Continuous improvement and learning持续改善和学习持续改善和学习 Management by fact基于事实的管理基于事实的管理 Fast response快速反应快速反应 Long-range view of the future长远的观念长远的观念 Results orientation 结果取向结果取向 Cooperation, teamwork,partnering合作合作，团队团队，伙伴伙伴c Rick Luce,

14、 HKUL, May 200 cFollow the Leaders跟随领导者跟随领导者Malcolm Baldrige National Quality Award: recognizes organizations practicing the most effective management methods美国国家质量奖：表扬正实施最有效管理方法的机构美国国家质量奖：表扬正实施最有效管理方法的机构qHigh performance is sustainable due to good management practices良好的管理作风可令高绩效持续下去良好的管理作风可令高绩效持续下

15、去qAnalysis of 600 winners over 10 years: growth = 2.5 times as fast as peers, more than 2X more profitable1010年来年来600600个个得奖得奖机构的分析机构的分析：增长增长= = 同行的同行的2.52.5倍倍，增加增加2 2倍以上的利润倍以上的利润qExamines approach, deployment and results评估方法评估方法，部署，部署和结果和结果c Rick Luce, HKUL, May 200 cBaldrige Criteria for Performan

16、ce ExcellenceBaldrigeBaldrige卓越绩效准则卓越绩效准则Leadership Strategic Planning Student, Stakeholder, and Market FocusMeasurement, Analysis, and Knowledge Management Workforce Focus Process Management Results c Rick Luce, HKUL, May 2009 c领导领导 策略规划策略规划学生学生，项目相关人员项目相关人员，及及市场焦点市场焦点量度量度，分析及知识管理分析及知识管理以员工为本以员工为本流

17、程管理流程管理结果结果Requires a system both in approach and deployment需要有系统的方法和配置需要有系统的方法和配置Baldrige Applications: Lessons Learned包立治模式的应用：获取的经验包立治模式的应用：获取的经验 Accelerated learning using Baldrige framework用包立治架构快速学习用包立治架构快速学习 “System” is tough to integrate all at once“系统系统”有能力立刻融合所有的东西有能力立刻融合所有的东西“Be patient,

18、have discipline” Deming“耐心耐心, ,有有纪律纪律” Importance of supplier partnerships与供应商的合作关系的重要性与供应商的合作关系的重要性 Difficulty of language translation翻译语言的困难翻译语言的困难 Benchmarking data - time series data for competitors couldnt be obtained from libraries标杆分析法数据标杆分析法数据竞争对手的竞争对手的时间序列时间序列数据数据没法从图书馆得到没法从图书馆得到c Rick Luce

19、, HKUL, May 2009 cBenchmarking 标杆分析法标杆分析法 Process for gaining and applying knowledge to improve business process performance via study of current practices是获取和运用知识以藉研究现行的方法提升业务流程绩效是获取和运用知识以藉研究现行的方法提升业务流程绩效qA means of using data to identify magnitudes and reasons for variances in performance.利用数据找出绩效

20、差异的大小和原因的方法利用数据找出绩效差异的大小和原因的方法 Intent: comparative process data, best practices目的目的: : 比较流程数据比较流程数据，最好的方法最好的方法1.Analyze the operation, know the competition & industry leaders分析运作过程分析运作过程，认识竞争形势和行业领导认识竞争形势和行业领导2.Incorporate the best of the best - become the new benchmark将成就最佳者列入标杆范围将成就最佳者列入标杆范围 c

21、 Rick Luce, HKUL, May 2009 cMissing from Research Library Portfolios研究图书馆研究图书馆的組合的組合所缺乏的所缺乏的 Customer satisfaction index: (delight & loyalty) and perceived value顾顾客满意度指标客满意度指标 ( (顾客快顾客快 乐感及忠诚度乐感及忠诚度) ) 及认知价值及认知价值 Product / service quality (defined by the customer)产品产品或或服务质量服务质量 ( (由顾客定义由顾客定义) )

22、Process and operational performance - cycle time, productivity流程及运作表现流程及运作表现周期周期，生产力生产力 Employee satisfaction learning, morale, training, alignment of strategy direction and rewards员工满意度员工满意度 学习学习，道德道德，培训培训，配合策略方向与回报配合策略方向与回报c Rick Luce, HKUL, May 2009 cMissing from Research Library Portfolios研究图书馆研

23、究图书馆的組合的組合所缺乏的所缺乏的 Measuring supplier performance - quality, process variables, price competitiveness, overall ease of doing business评估供应商的表现评估供应商的表现 质量质量， 流程变数流程变数，价格竞争力价格竞争力，生意往来生意往来的顺畅度的顺畅度 Financial: cost/value matrix, return on investment, cost avoidance财政财政：成本成本/ /价值矩阵价值矩阵, ,，投资回报投资回报，成本规避，成本规

24、避c Rick Luce, HKUL, May 2000 cCustomer Satisfaction Metrics顾客满意度指标顾客满意度指标Maturing our satisfaction assessment完善满意度完善满意度评估评估Level 1 Satisfaction surveys: happiness meters阶段阶段1 1 满意度调查：满意度调查：“开心指标开心指标”Level 2 - Whats important analysis of customer importance & satisfaction levels阶段阶段2 2 甚么是重要的甚么是重

25、要的 顾客重要性及满意度分析顾客重要性及满意度分析Level 3 - How do we rate against best in industry阶段阶段3 3 怎样参照行业中之最佳者而评分怎样参照行业中之最佳者而评分See it from the customers eyes从顾客的角度看从顾客的角度看c Rick Luce, HKUL, May 2009 cSurvey: Importance and Satisfactionc Rick Luce, HKUL, May 2009 cSurvey: Importance and Satisfactionc Rick Luce, HKUL,

26、 May 2000 cCustomers Rank Output Processesc Rick Luce, HKUL, May 2009 cFormal Listening Strategies郑重其事的聆听策略郑重其事的聆听策略Quarterly survey季度调查季度调查Quantitative + comments, suggestions数量化的数量化的+ +意见意见+ +建议建议Customer Comments顾客意见顾客意见Unsolicited feedback, complaints 主动提供的主动提供的回回应，投诉应，投诉Outreach外展服務外展服務Comments

27、, suggestions意见，建议意见，建议Voice of Customer顾客的声音顾客的声音Future needs and dialog未來的需要及對話未來的需要及對話Type Information Gathered把收集到的资料分类把收集到的资料分类Listening Strategy聆听策略聆听策略c Rick Luce, HKUL, May 200 cFormal Listening Strategies郑重其事的聆听策略郑重其事的聆听策略Focus groups焦点小组焦点小组Product iteration and usage feedback产品迭代及用途响应产品迭代

28、及用途响应Point of contact - customer representative联系点顾客代表联系点顾客代表Key quality factors, feedback重要的质量因素，重要的质量因素， 反馈反馈Marketing booth市场推广摊位市场推广摊位Comments, suggestions, complaints意见、意见、 建议、建议、 投诉投诉Advisory Board咨询委员会咨询委员会Feedback, advice回回应应，建议，建议Type Information Gathered把收集到的资料分类把收集到的资料分类Listening Strategy

29、聆听策略聆听策略c Rick Luce, HKUL, May 200 cHigh ImportanceLow SatisfactionL Satisfaction HL Importance HIdentifying & Prioritizing OpportunitiesHigh ImportanceHigh SatisfactionLow ImportanceHigh Satisfaction “Action Required!”Low ImportanceLow Satisfactionc Rick Luce, HKUL, May 2000 cProcess to determi

30、ne future requirement决定决定未未来需要的步骤来需要的步骤 Ask what the customer expects查询顾客期待什么查询顾客期待什么qWhat would we have done to make this a fabulous success? 有甚么事若我们做了就能把这变成难以置信的成功有甚么事若我们做了就能把这变成难以置信的成功? ? Measure results - formal customer feedback system量度结果量度结果正式顅客回馈机制正式顅客回馈机制qManagement by fact, client sets the

31、 bar基于事实的管理基于事实的管理，标准由，标准由顾客顾客定出定出Customer management顾客管理顾客管理c Rick Luce, HKUL, May cProcess to determine future requirement决定决定未未来需要的步骤来需要的步骤 Communicate results throughout the organization so everyone can take action将结果在机构上下沟通，则人人皆可赴诸行动将结果在机构上下沟通，则人人皆可赴诸行动qWhat happened in the process? 过程中发生了甚么过程中

32、发生了甚么qProcess decisions tied to data根据数据作流程决策根据数据作流程决策Customer management顾客管理顾客管理c Rick Luce, HKUL, May cAbsolute Customer Focus絶对以顾客为中心絶对以顾客为中心Maturing satisfaction assessment完善满意度完善满意度評估評估 Level 1 - happiness meter (are you happy or not?)阶段阶段1 1 满意度调查：满意度调查：“开心指标开心指标”你是否開心？你是否開心？ Level 2 - whats i

33、mportant 阶段阶段2 2 甚么是重要的甚么是重要的 qAnalysis of customer importance & satisfaction levels顾客重要性及满意度分析顾客重要性及满意度分析 Level 3 - How do we rate against best in industry阶段阶段3 3 怎样参照行业中之最佳者而评分怎样参照行业中之最佳者而评分See it from the customers eyes 从顾客的角度看从顾客的角度看c Rick Luce, HKUL, May 2000 cMeasures that matter工作評估工作評估Al

34、ign library vital signs with the organizations drivers图书馆的重要工作指图书馆的重要工作指标标与机构的驱动因子配合与机构的驱动因子配合1.Quality of product and processes产品及流程质量产品及流程质量2.Innovation创意创意3.Research leadership研究的领导研究的领导4.Brand identity品牌形象识别品牌形象识别5.Growing market share增长中的市场占有率增长中的市场占有率6.Reducing new product 7.development time缩短

35、新产品的开发时间缩短新产品的开发时间8.Ability to attract and retain 9.employees吸引及挽留员工的能力吸引及挽留员工的能力10.Credibility可信性可信性c Rick Luce, HKUL, May 2009 cAvoiding Pitfalls避开陷阱避开陷阱 Measures that dont focus on strategy评估偏离策略的事情评估偏离策略的事情 No accountability无问责性无问责性 Too many initiatives计划太多计划太多 Forgetting larger organizational 忽

36、略了更重要的机构驱动因子忽略了更重要的机构驱动因子 drivers Lack of discipline无纪律无纪律 Insulating researchers and managers 在学术沟通问题上与研究及管理在学术沟通问题上与研究及管理 from scholarly communication issues 人员缺乏沟通人员缺乏沟通No action without a plan, no plan without data无计划，无行动；无数据，无计划无计划，无行动；无数据，无计划c Rick Luce, HKUL, May 2009 c1. Customer focus: 以客为先

37、以客为先qSatisfaction, loyalty, value-added满意度，忠诚度，为顾客创造价值满意度，忠诚度，为顾客创造价值2. Product quality: 产品质量产品质量qE.g., accessibility, usability, accuracy, completeness例如：可及性，可用性，准确性，完整性例如：可及性，可用性，准确性，完整性3. Operational process performance: 运作流程绩效运作流程绩效qProductivity, competitiveness, cycle time 生产力，竞争力，周期生产力，竞争力，周期B

38、usiness Scorecard - Desired Business Results企业记分卡企业记分卡期望的经营结果期望的经营结果c Rick Luce, HKUL, May 2009 c4. High performance workforce: 高绩效员工高绩效员工qOrganization performance assessment, formal process changes, employee satisfaction 机构绩效评估机构绩效评估，规范流程的转变规范流程的转变，员工满意度，员工满意度5. Prestigious reputation - output resu

39、lts声誉声誉输出结果输出结果qStrategic performance results, benchmark results, external assessment scores 策略绩效结果策略绩效结果，标竿结果，标竿结果，外部评核分数外部评核分数Business Scorecard - Desired Business Results企业记分卡企业记分卡期望的经营结果期望的经营结果c Rick Luce, HKUL, May 2000 cA Tale of 2 Libraries: Budget Allocations$Mc Rick Luce, HKUL, May 2000 cPa

40、yoff for Successful Quality Implementationc Rick Luce, HKUL, May 2000 cPrinciples for Successful Organizations成功机构的原则成功机构的原则1. Strong customer focus 强烈的顾客至上的信念强烈的顾客至上的信念2. Effective leadership 有效的领导有效的领导3. Continuous improvement and learning 持续攺善持续攺善和和学习学习4. Management by fact基于事实的管理基于事实的管理5. Fast r

41、esponse 快捷的回应快捷的回应6. Long-range view of the future 长远的观念长远的观念7. Results orientation 结果取向结果取向c Rick Luce, HKUL, May 2009 cAny road will do if the destination is unknown路是人走出來的路是人走出來的The journey to truly superior performance is neither for the faint of heart nor for the impatient. 追求真正的优秀表现并非追求真正的优秀表现并非胆胆小怕事或无耐性者可为小怕事或无耐性者可为The dev