“Those who measure, tend to analyze. Those who analyze, tend to improve.”
said Dr. Demming, the quality guru who transformed Japanese products and services to superior quality levels in the 1980’s and 1990’s.
In the past week, I have answered survey after survey from organizations that have wanted to know how I rate their service. These requests for feedback have come from the service technician who delivered my new oven, to the hotel I stayed, to the store I made a purchase from, and to the waitress who delivered my meal.
The surveys have ranged from 3 questions for the service technician who asked me to answer the questions before he left my house, to a series of 20 questions on the computer regarding my visit and experience to their clothing store. Interestingly, I also had one that left a card wanting to thank me for the opportunity to serve me and if there was anything that they had done to rate their service less than a “5 Star” to PLEASE let them know by calling them.
Unfortunately, this information is more often used to punish frontline employees instead of changing processes and culture where true improvement happens.
These measurements can be very powerful tools for these organizations if they truly take the time to compile and review them for opportunities to improve. The focus should not be on placing blame for any negative feedback, but on the whole process and customer experience. By analyzing the factors that take away from delivering a superior customer experience, an organization will have the opportunity to pinpoint the area to take corrective action and decisively target that area for improvement.