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Added for You - Too Much Time Treating Symptoms
Is it just me that feels frustration when dealing with large businesses who use call centres for customer service?These bored-sounding people suffer from a syndrome I call "notsorryitis". That is, there can be mountains of evidence that their company has made a mistake and yet no-one is capable of saying sorry personally or even in a more general way.Denial is the usual response. "The computer syste
One of these days, that poor guy is going to figure out that it might just be his wheel alignment that is causing the problem. But not this time. Instead, like many of us, this man is trained to react to symptoms rather than taking the time a
It doesn't matter whether your a large medical billing company or a small one. The last thing you want to do is to have one person do everything, as if that was even possible. This will only lead to disaster. The reason is simple. Medical billing involves more than just typing up a bill to send to an insurance carrier. There are so many behind the scenes activities, especially if you're using DME software, t
One month later, almost to the day, the same darn thing happens. Just his luck. Only this time, its raining and he is forced to return home after changing his tire because he had gotten his new suit filthy in the process.
Convinced that he's hitting a string of rotten luck, the man buys a good raincoat, and develops a faster routine for changing his tire (not bolting his spare down in the trunk, keeping his tools out and available, and keeping the raincoat close at hand). Next month, almost as predicted, same thing happens. Only this time, he gets into a fender bender trying to get over to the right shoulder to repair the flat. Talk about the life of Job!
Nevertheless, it doesn't take long for him to go back to the well for another creative solution. No more wrecks trying to change a flat tire- nope, not for this guy. He's figured out that its always the right front tire. In response to this keen observation, he's now decided to always ride in the left lane so that if (sorry, I mean when..) he gets another flat, he can more quickly glide over to the shoulder, avoiding risk of accident on his way to another speedy tire change. He also decides to keep his speed lower than normal so that if (when) another blowout occurs, he's not endangering too many people. That is, until a highway patrol officer pulls him over for clogging up the left/ passing lane of the freeway. Back to the drawing board he goes.
One of these days, that poor guy is going to figure out that it might just be his wheel alignment that is causing the problem. But not this time. Instead, like many of us, this man is trained to react to symptoms rather than taking the time an
I've had my own business with varying degrees of success for the better part of 15 years now and have to ask myself the question that's posed with the title of this article from time to time. Sometimes I wonder why I was born with the idea in my head that having a job and working for someone else is such a bad idea? I mean most people have jobs and are perfectly content. But not me, I've always insisted that h
Convinced that he's hitting a string of rotten luck, the man buys a good raincoat, and develops a faster routine for changing his tire (not bolting his spare down in the trunk, keeping his tools out and available, and keeping the raincoat close at hand). Next month, almost as predicted, same thing happens. Only this time, he gets into a fender bender trying to get over to the right shoulder to repair the flat. Talk about the life of Job!
Nevertheless, it doesn't take long for him to go back to the well for another creative solution. No more wrecks trying to change a flat tire- nope, not for this guy. He's figured out that its always the right front tire. In response to this keen observation, he's now decided to always ride in the left lane so that if (sorry, I mean when..) he gets another flat, he can more quickly glide over to the shoulder, avoiding risk of accident on his way to another speedy tire change. He also decides to keep his speed lower than normal so that if (when) another blowout occurs, he's not endangering too many people. That is, until a highway patrol officer pulls him over for clogging up the left/ passing lane of the freeway. Back to the drawing board he goes.
One of these days, that poor guy is going to figure out that it might just be his wheel alignment that is causing the problem. But not this time. Instead, like many of us, this man is trained to react to symptoms rather than taking the time a
Excellent customer service exceeds customer needs (real or perceived) in a consistent and dependable manner.Note the phrase “real or perceived.” This is very important in understanding excellent customer service. It is not your perception of how good the service is that counts. It is the customer’s perception that matters!These perceptions include how customers react to your attitude
Nevertheless, it doesn't take long for him to go back to the well for another creative solution. No more wrecks trying to change a flat tire- nope, not for this guy. He's figured out that its always the right front tire. In response to this keen observation, he's now decided to always ride in the left lane so that if (sorry, I mean when..) he gets another flat, he can more quickly glide over to the shoulder, avoiding risk of accident on his way to another speedy tire change. He also decides to keep his speed lower than normal so that if (when) another blowout occurs, he's not endangering too many people. That is, until a highway patrol officer pulls him over for clogging up the left/ passing lane of the freeway. Back to the drawing board he goes.
One of these days, that poor guy is going to figure out that it might just be his wheel alignment that is causing the problem. But not this time. Instead, like many of us, this man is trained to react to symptoms rather than taking the time a
Total Quality Management (TQM) and Total Productive Management (TPM) can be effective management tools when applied correctly; however, when implemented haphazardly, they can be counterproductive. Please read some books by Deming, Juran, or Crosby before implementing either of these process improvement strategies.In my experience, Total Productive Management (TPM) is more effective than TQM in a manufactur
One of these days, that poor guy is going to figure out that it might just be his wheel alignment that is causing the problem. But not this time. Instead, like many of us, this man is trained to react to symptoms rather than taking the time a
When you think of what you can do with plastic, maybe your credit cards come to mind. If I talk about nylons, your first thought is probably about women's hosiery. As exciting as that would be, there is a whole side to plastics you might not think about very often.For those who are old enough to remember, think about the automobiles that were coming out in the late 1970's and 1980's. I was less than impres
One of these days, that poor guy is going to figure out that it might just be his wheel alignment that is causing the problem. But not this time. Instead, like many of us, this man is trained to react to symptoms rather than taking the time analyzing the root cause.
A big problem with our performance measurement systems is that they provide us too much information on symptoms, and not enough feedback on our core system breakdowns. Does your management system tell you when you tire has gone flat? Does it measure the speed with which you change the tire? Or does it alert you that your vehicle is pulling to the left, outside of its normal control limits? The former is clearly reactive, responding only to a plethora of symptoms. The latter is proactive, and will lead your more quickly into a mindset of real problem solving.
I've seen this play out all too often in the workplace. Take a call center, for example, whose performance management focus is on getting better at average speed of answer, abandon rate, cost per call, and the many other indicators that are all too common in that industry. But how many companies look at the volume of calls per customer served? Is it higher than it should be? What if we do something to reduce the VOLUME of calls in the first place. Ahhhh....now we're getting somewhere. Would you rather reduce the cost per call by 10% (something that I guarantee you is envied by EVERY call center manager out there), or eliminate the call entirely by fixing the process (something that is valued by every SHAREHOLDER out there!).
Reactive or proactive? Symptom or problem oriented? Activity or process focused? What approach does your performance management process
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