Transcript Science vs. Fiction: Thinking and Living the Future on

Topic 8 : A Customer Focused Organization:
第八讲：以顾客为中心的机构：
Using Assessment and Continuous
Improvement to Drive Performance
以评估和持续不断的改善来提升绩效
Rick Luce
May 11, 2009
We Need a Systems Approach
我们需要一个系统方法
 The human body is a system, our subsystems work together to
keep us 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
 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
Anyone who learns to see the organization as a system can never
again 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
和组织架构而不解决系统本身问题的“改善”计划
c Rick Luce, HKUL, May 2009 c
Where Assessment Fits
适於评估的元素
Assessment – a method of planning for improvement
评估 ─ 计划改善的方法
 Catalyst for organizational change (not a quick fix)
组织转变的催化剂〈而不是捷径〉
 Gain 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
c Rick Luce, HKUL, May 2009 c
Where Assessment Fits
适於评估的元素
Ideally a performance measurement matrix balancing:
理想的绩效评估矩阵会评衡：
 Quality = customer defined goodness – internal & external
质量 = 顾客定义为优质者 ─ 内部顾客及外部顾客
 Time = speed, how fast is the response, agility
時間 = 速度，反應有多迅速，敏捷度
 Cost = resources spent on people, processes, or
organizational shifting or rework
成本 = 投放于人力上的资源， 流程，组织变动或重整
c Rick Luce, HKUL, May 2009 c
Performance Measures: our Vital Signs
绩效量度 : 如我们的生命徵象
Statements without performance measures are wishful thinking without data, we don’t know
没有绩效量度的报告只是主观愿望而已 –没有数据，我们不得而知
 All libraries have volume or transaction data - provides no process
insight
所有图书馆均有数量或处理数据 - 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
 Process performance (statistics, run charts, variation)
流程量度 (统计，走勢圖 ，变动）
c Rick Luce, HKUL, May 2009
Performance Metrics
绩效衡量指标
Getting to the ‘right’ metrics
找出“恰当”的衡量指標
 What is the value equation?
什么是价值等式?
 How do we compare & differentiate ourselves?
如何比较和突出自己?
 Focus on : Customer, process, sponsorship metrics
集中于： 顾客，流程，赞助项目的衡量指標
c Rick Luce, HKUL, May 2009
Hedgehog View: Constancy of Purpose
持之以恒
What are we
best at?
我们的最强项
是什么?
What drives
our value
engine?
What are we
passionate
about?
什么驱动我们的
价值引擎?
什么事我们会
热心去做?
Adapted from: Jim Collins. Good to Great. 2001
c Rick Luce, HKUL, May 2009 c
ID Key Success Factors
成功的重要因素
Characteristics of successful organizations:*
成功机构的特色
1. Do something others cannot do
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, 或者
3. Do something others have great difficulty doing well
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 c
ID Key Success Factors
成功的重要因素
 ~10-15% of research libraries content / services are unique
~10-15% 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 c
Management Principles of Successful Organizations
成功机构的管理原则
 Strong customer focus 强烈的顾客至上的信念
 Effective leadership
有效的领导
 Continuous improvement
and learning
持续改善和学习
 Management by fact
基于事实的管理
 Fast response
快速反应
 Long-range view of
the future
长远的观念
 Results orientation
结果取向
 Cooperation, teamwork,
partnering
合作，团队，伙伴
c Rick Luce, HKUL, May 200９ c
Follow the Leaders
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
 High performance is sustainable due to good management
practices
良好的管理作风可令高绩效持续下去
 Analysis of 600 winners over 10 years: growth = > 2.5 times as
fast as peers, more than 2X more profitable
10年来600个得奖机构的分析：增长 = > 同行的2.5倍，
增加2倍以上的利润
 Examines approach, deployment and results
评估方法，部署和结果
c Rick Luce, HKUL, May 200９ c
Baldrige Criteria for Performance Excellence
Baldrige卓越绩效准则
Leadership
Strategic Planning
Student, Stakeholder, and
Market Focus
Measurement, Analysis, and
Knowledge Management
Workforce Focus
Process Management
Results
领导
策略规划
学生，项目相关人员，及
市场焦点
量度，分析及知识管理
以员工为本
流程管理
结果
Requires a system both in approach and deployment
需要有系统的方法和配置
c Rick Luce, HKUL, May 2009 c
Baldrige Applications: Lessons Learned
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
 “System” is tough to integrate all at once
“系统”有能力立刻融合所有的东西
“Be patient, have discipline” Deming
“耐心,有纪律”
 Importance of supplier partnerships
与供应商的合作关系的重要性
 Difficulty of language translation
翻译语言的困难
 Benchmarking data - time series data for competitors – couldn’t be
obtained from libraries
标杆分析法数据–竞争对手的时间序列数据–没法从图书馆得到
c Rick Luce, HKUL, May 2009 c
Benchmarking
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
 A means of using data to identify magnitudes and reasons for
variances in performance.
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: 比较流程数据，最好的方法
1. Analyze the operation, know the competition & industry leaders
分析运作过程，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
c Rick Luce, HKUL, May 2009 c
Missing from Research Library Portfolios
研究图书馆的組合所缺乏的
 Customer satisfaction index: (delight & loyalty) and perceived value
顾客满意度指标 (顾客快 乐感及忠诚度) 及认知价值
 Product / service quality (defined by the customer)
产品或服务质量 (由顾客定义)
 Process and operational performance - cycle time, productivity
流程及运作表现–周期，生产力
 Employee satisfaction – learning, morale, training, alignment of
strategy direction and rewards
员工满意度 – 学习，道德，培训，配合策略方向与回报
c Rick Luce, HKUL, May 2009 c
Missing from Research Library Portfolios
研究图书馆的組合所缺乏的
 Measuring supplier performance - quality, process variables,
price competitiveness, overall ease of doing business
评估供应商的表现 – 质量， 流程变数，价格竞争力，生意往来
的顺畅度
 Financial: cost/value matrix, return on investment, cost
avoidance
财政：成本/价值矩阵,，投资回报，成本规避
c Rick Luce, HKUL, May 2000 c
Customer Satisfaction Metrics
顾客满意度指标
Maturing our satisfaction assessment
完善满意度评估
Level 1 – Satisfaction surveys: ‘happiness meters’
阶段1 – 满意度调查：“开心指标”
Level 2 - What’s important  analysis of customer
importance & satisfaction levels
阶段2 –甚么是重要的  顾客重要性及满意度分析
Level 3 - How do we rate against best in industry
阶段3 –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
c Rick Luce, HKUL, May 2009 c
Survey: Importance and Satisfaction
c Rick Luce, HKUL, May 2009 c
Survey: Importance and Satisfaction
c Rick Luce, HKUL, May 2000 c
Customers Rank Output Processes
c Rick Luce, HKUL, May 2009 c
Formal Listening Strategies
郑重其事的聆听策略
Listening Strategy
聆听策略
Type Information Gathered
把收集到的资料分类
Quarterly survey
Quantitative + comments, suggestions
季度调查
数量化的+意见+建议
Customer Comments
Unsolicited feedback, complaints
顾客意见
主动提供的回应，投诉
Outreach
Comments, suggestions
外展服務
意见，建议
Voice of Customer
Future needs and dialog
顾客的声音
未來的需要及對話
c Rick Luce, HKUL, May 200９ c
Formal Listening Strategies
郑重其事的聆听策略
Listening Strategy
聆听策略
Type Information Gathered
把收集到的资料分类
Focus groups
Product iteration and usage feedback
焦点小组
产品迭代及用途响应
Point of contact - customer
representative
Key quality factors, feedback
重要的质量因素， 反馈
联系点－顾客代表
Marketing booth
Comments, suggestions, complaints
市场推广摊位
意见、 建议、 投诉
Advisory Board
Feedback, advice
咨询委员会
回应，建议
c Rick Luce, HKUL, May 200９ c
Identifying & Prioritizing Opportunities
“Action
Required!”
High Importance
Low Satisfaction
High Importance
High Satisfaction
Low Importance
Low Satisfaction
Low Importance
High Satisfaction
L
Satisfaction
H
c Rick Luce, HKUL, May 2000 c
Customer management
顾客管理
Process to determine future requirement
决定未来需要的步骤
 Ask what the customer expects
查询顾客期待什么
 What 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?
 Measure results - formal customer feedback system
量度结果–正式顅客回馈机制
 Management by fact, client sets the bar
基于事实的管理，标准由顾客定出
c Rick Luce, HKUL, May ２００９ c
Customer management
顾客管理
Process to determine future requirement
决定未来需要的步骤
 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
 What happened in the process?
过程中发生了甚么
 Process decisions tied to data
根据数据作流程决策
c Rick Luce, HKUL, May ２００９ c
Absolute Customer Focus
絶对以顾客为中心
Maturing satisfaction assessment
完善满意度評估
 Level 1 - ‘happiness meter’ (are you happy or not?)
阶段1 – 满意度调查：“开心指标”〈你是否開心？〉
 Level 2 - what’s important –
阶段2 –甚么是重要的 －
 Analysis of customer importance & satisfaction levels
顾客重要性及满意度分析
 Level 3 - How do we rate against best in industry
阶段3 –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
c Rick Luce, HKUL, May 2000 c
Measures that matter
工作評估
Align library vital signs with the organization’s drivers
图书馆的重要工作指标与机构的驱动因子配合
Quality of product and processes
2. Innovation
3. Research leadership
4. Brand identity
5. Growing market share
6. Reducing new product
7.
development time
8. Ability to attract and retain
9.
employees
10.Credibility
1.
产品及流程质量
创意
研究的领导
品牌形象识别
增长中的市场占有率
缩短新产品的开发时间
吸引及挽留员工的能力
可信性
c Rick Luce, HKUL, May 2009 c
Avoiding Pitfalls
避开陷阱
Measures that don’t focus on strategy
No accountability
Too many initiatives
Forgetting larger organizational
drivers
 Lack of discipline
 Insulating researchers and managers
from scholarly communication issues




评估偏离策略的事情
无问责性
计划太多
忽略了更重要的机构驱动因子
无纪律
在学术沟通问题上与研究及管理
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
c Rick Luce, HKUL, May 2009 c
Business Scorecard - Desired Business Results
企业记分卡–期望的经营结果
1. Customer focus:
以客为先
 Satisfaction, loyalty, value-added
满意度，忠诚度，为顾客创造价值
2. Product quality:
产品质量
 E.g., accessibility, usability, accuracy, completeness
例如：可及性，可用性，准确性，完整性
3. Operational process performance:
运作流程绩效
 Productivity, competitiveness, cycle time
生产力，竞争力，周期
c Rick Luce, HKUL, May 2009 c
Business Scorecard - Desired Business Results
企业记分卡–期望的经营结果
4. High performance workforce:
高绩效员工
 Organization performance assessment, formal process
changes, employee satisfaction
机构绩效评估，规范流程的转变，员工满意度
5. Prestigious reputation -- output results
声誉–输出结果
 Strategic performance results, benchmark results, external
assessment scores
策略绩效结果，标竿结果，外部评核分数
c Rick Luce, HKUL, May 2000 c
A Tale of 2 Libraries: Budget Allocations
$M
c Rick Luce, HKUL, May 2000 c
Payoff for Successful Quality Implementation
c Rick Luce, HKUL, May 2000 c
Principles for Successful Organizations
成功机构的原则
1. Strong customer focus
强烈的顾客至上的信念
2. Effective leadership
有效的领导
3. Continuous improvement and
learning
持续攺善和学习
4. Management by fact
基于事实的管理
5. Fast response
快捷的回应
6. Long-range view of the future
长远的观念
7. Results orientation
结果取向
c Rick Luce, HKUL, May 2009 c
Any road will do if the destination is unknown
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胆小怕事或无耐性者可为
The development of genuine expertise requires struggle, sacrifice, and
honest, often painful self-assessment.
名符其实的专业发展需要奋斗，犠牲，诚实的，往往是痛苦的自我评估
HBR: Anders Ericsson (FSU), Michael Prietula (Emory), Edward Cokely (Max Planck)
c Rick Luce, HKUL, May 2009 c
Additional Reading
 Brown, Mark Graham. Keeping Score: Using the Right Metrics to Drive
World-Class Performance. Productivity Press (2006)
 Hutton, David W. From Baldrige to the Bottom Line: A Road Map for
Organizational Change and Improvement. American Society for Quality
Press (2000)
 Parmenter, David. Key Performance Indicators: Developing,
Implementing,and Using Winning KPI’s. Wiley (2007)
 Smith, Ralph. Business Process Management and the Balanced
Scorecard : Focusing Processes on Strategic Drivers. Wiley (2006)
c Rick Luce, HKUL, May 2000 c
Class Exercise:
Create a list answering the following 列出答案:
1.
2.
3.
Who are your key customers ?
谁是你们的主要顾客?
What are their top 3 needs ?
他们的首3项需要是甚么?
How do your products / services meet those needs?
你们的产品或服务如何满足他们的需要?
At your table discuss and develop a strategy for the following:
在小组内讨论及为下列问题制定策略：
1.
What results do you expect to achieve with your top 3 customers?
你期望藉着服务最重要的 3类顾客達到甚么结果？
2.
What is your plan to measure your satisfaction level?
你有甚么计划量度满意度?