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Delivering Excellence

Delivering Excellence. Professor If Price Sheffield Hallam University Facilities Management Graduate Centre Unit 7 Science Park Sheffield S1 1WB 0114 225 4032 http://www.shu.ac.uk/fmgc. FMGC Southern Health Forum June 25 2008, London. What is excellence? Do you deliver it? Why not?.

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Delivering Excellence

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  1. Delivering Excellence Professor If Price Sheffield Hallam University Facilities Management Graduate Centre Unit 7 Science Park Sheffield S1 1WB 0114 225 4032 http://www.shu.ac.uk/fmgc FMGC Southern Health Forum June 25 2008, London

  2. What is excellence?Do you deliver it?Why not?

  3. Best Value ? My Government will introduce legislation to modernise local government in England and Wales and secure delivery of high quality local services on a sound financial footing Queens Speech 1998

  4. 9/11 and 7/7 Three wars Two elections PEAT Modern Matrons Patient Choice Deep Cleans Agenda for Change (Some) city centres (Some) spanking new health facilities What’s happened since?

  5. Knowledge value added • Product is tangible and Made in China • Image is intangible but can add value to a tangible product • Service is intangible but can add value to a tangible product • Value is increasingly ‘experience’ • SLAs are not enough Hard Product The experience economy Cars Fast food Restaurant Commodities Perfume Hotel You tube

  6. Distinguishing Elements Of Experience 1. Experience is instantaneous but it lasts in memories and assertions 2. It is people who are ‘on show’ and the ‘stage’ on which they perform 3. It is perishable, face to face, cannot be stored 4. It is one off, hard to standardise and apply QA 5. The production / consumption process goes on unsupervised 6. The process is open to influence by consumer interaction (e.g. restaurant) 7. Culture is dominant in working and managing

  7. Moments of Truth 1 • 94 % of customers don’t complain they just walk away • It typically costs 10 times as much to gain a new customer as keep one

  8. The Basic Transaction HYGENE FACTORS Without them the consumer is aggrieved But they make no difference DIFFERENTIATORS

  9. Some dilemmas • Performance Measures or Performance Indicators • Procedures as control or routines for the routine • Training or Learning • Managing numbers or managing signs, symbols & conversations

  10. Some myths (Macdonald 2007) • We are lucky because …..ff • Excellence and outsourcing don’t mix • I need to be in control of ‘my’ staff • It’s them • It’s money • I don’t have time

  11. A legitimate question • Can the wider trust culture inhibit excellence?

  12. Trends over time Results Self monitoring Externally monitored Time 79 improvements and 10% sales increase in self-service petrol retailing

  13. NVQ Level 3 Standards • How reliable are your standards of service? • How good is your communication with customers? • How do you judge the success of your working relationships with customers? • How do you know if you are seeing a problem from the customers perspective? • How often to you make changes as a result of feedback from customers?

  14. The Customers Perspective • Maintenance or ?? • Space or ?? • Catering or ?? What is your client buying? What is your customer expecting?

  15. Moments of Truth: Elective Surgery DISCUSS WITH FRIENDS ‘Customer perceptions are formed in critical instants of a service transaction! Visits/ Recovery Catering Front entrance Operation Waiting Room Car Park ARRIVE AT HOSPITAL

  16. e.g. NHS Catering Process Receive and Store Materials Chill and Store Reheat Plan and Order Prepare Food Menus & Customer Orders Distribute and Serve to Patients Distribute and Serve to Staff Customer Feedback Improvement Post Service Operations Maintenance of Standards 80% impact effort cost

  17. The Barriers To Service • Lack of customer understanding • Lack of vision, cohesion and effective strategies • The inability to swing staff behind the tasks necessary • The continuation of deep seated ‘mental models’ about the organisation, its ‘market’ and its customers.

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