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Total
Service Transformation (TST)
Service
does not just happen at the frontline. When a customer is
dissatisfied in his experience with an organisation,
many
factors interplay. The lack of a service culture, inadequate
knowledge of staff, ineffective systems, lack of defined
standards
etc. could all have caused the resultant problem. Hence, to
build a strong service culture, a total organisation
development
approach is required. Training Vision's Total Service
Transformation process is structured into 4
different
phases:
Phase I : Service
Differentiation
Differentiation is
about "Who I Am"? This distinguishes the organisation from its
competitors. The process involves:
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Developing a clear and coherent service strategy and positioning
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Clarifying
the organisation's Service Mission & Values
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Translating
espoused values into operating behaviours
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Determining
the organisation's key performance indicators for achieving service
distinction
Phase II : Service
Definition
Service Definition
is about ensuring consistency in the organisation's service processes
and its service delivery in accordance to predetermined standards set.
The process involves:
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Acquiring
a process understanding and approach towards service
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Setting
Key Service standards
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Identifying
and reviewing customers' Point Of Encounter (P.O.E.) to convert it to
Winning Encounter (W.E).
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Identifying
and developing line supervisors to assume On-The-Job Training (OJT)
responsibilities
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Writing
and developing the Service Operation Manual for affected departments
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Writing
and developing the OJT manual
Phase III : Service
Delivery
This forms the equipping
phase of the Total Service Transformation journey. Key objectives include:
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Enabling
leaders with the right knowledge, skills and mind-set to become service
leaders
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Equipping
front line service staff with the knowledge, skills and attitudes in
creating Winning Encounters (W.E.) for Customers'
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To
build a highly motivated work team committed to achieving the organisation's
Service Mission and Goals
Phase IV : Service
Distinction
Bringing about a strong
and distinctive service culture does not just happen. Only when Phase
I to III are implemented effectively, does an organisation then begin
to live out and internalise the desired service culture. To sustain the
efforts of the Service Transformation, ongoing initiatives are needed.
These include:
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An
ongoing system to measure service performance and results through customer
satisfaction audit/survey, service behavioural audit, tracking performance
metrics, etc…
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Identifying
service champions to drive Service Distinction Teams (SDTs)
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Rewards
and Recognition
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Setting
up the Service Distinction Steering Committee
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Ongoing
Management Review
Other
consulting projects we engage in to help companies bring
about business transformation include: People Developer
Standard (PDS);
Work Redesign; Cost of Quality (COQ); OJT 21; Training Needs
Analysis (TNA); Total Company Training Plan
(TCTP); etc.
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