INTRODUCTIO1 To Customer Satisfaction
INTRODUCTIO1 To Customer Satisfaction
INTRODUCTIO1 To Customer Satisfaction
Internal customer is a technical term used in management science popularized by Joseph M. Juran. He defined internal and external customers as anyone affected by the product or by the process used to produce the product, in the context of quality management. Internal customers may play the role as supplier, processor, and customer in the sequence of product development. An internal customer or internal service provider can be anyone in the organization. An internal customer can be a co-worker, another department, or a Internal customer satisfaction leads to External customer satisfaction distributor who depends upon us to provide products or services which in turn are utilized to create a deliverable for the external customer. In general, internal customers don't have a choice. For example, if the sales department doesn't like accounting's credit policies, they can't fire that department and hire another. He claimed that the organization must understand and identify both internal and external customers and their needs. The organization must focus on its primary task of satisfying the customers requirements and expectations. If one department, individual or process within an organization supplies another such within the same organization with goods, information or services then the latter is described as the internal customer of the former. For example, a dispatch department may be the internal customer of a packing department, which in turn may be the internal customer of the manufacturing process. Juran advocated 'exceeding the customer's expectations.'
WHY INTERNAL CUSTOMERS ARE IMPORTANT 1. First of all they are they fundamental asset of an organization, without
which an organization cant run its business 2. Servicing the internal customer creates opportunities to expand our network of people available to assist us in a variety of situations. The more you meet with fellow employees or talk to them, the more you are aware of how they can assist you and in turn assist the customer. You have better opportunities for advancement because your interest in others increases your knowledge of your institution. You provide quality service on a consistent basis to all customers- internal or external!
1. Unhappy employees are less productive and more likely to have higher absence rates 2. Satisfied employees are more productive, innovative, and loyal 3. Increases in job satisfaction lead to increases in employee morale, which lead to increased employee productivity 4. Employee satisfaction leads to customer retention 5. Between 40 and 80 percent of customer satisfaction and loyalty is determined by the customer-employee relationship, depending upon the industry and market segment.
5. Measure satisfaction level of internal customer with respect to needs and Expectations. 6. Identify improvement opportunities in work process required. 7. Determine process potential and develop action plans for better service. 8. Monitor, control and update.
The latter impacts the organizations reputation and bottom line, which ultimately affects the organizations ability to hire, train, and provide income and benefits to its employees. If you ask most employees and their supervisors if they believe they deliver effective internal customer service, they will likely say Yes but then qualify their answer with But we can do better. They are probably right in both cases. Most employees make an effort to be professional, project a positive image and to address the needs and wants of their internal customers. The challenge is that their organizations systems, policies and procedures often stand in their way. Let me explain. In many organizations, people are hired into various internal positions (e.g. human resources, marketing, sales, facilities, cafeteria, accounting, or security) but are not trained in effective customer service skills. In fact, the phrase customer service is likely not used in the context of providing products and services to others in the organization. Internal customer satisfaction is typically not measured and workers are not held accountable for their success rates in that area. Unless a customer complains or compliments an employee, their supervisor typically assumes that everything is being done well and provides positive feedback on their performance review. All of this could start by forming an interdepartmental team made up of representatives from all departments and a representative from human resources and the training department. These people could brainstorm what currently works and what needs to improve related to internal service. Customer satisfaction feedback could be gathered through a written survey coupled with focus groups of 8-10 customers and hosted by human resources and/or an external customer service consultant.
those who have few or no sick days within a period of time. Host a company play day at a local park. The possibilities are wide open the results are long-lasting. Communicate the companys direction. Keeping employees informed offers them a feeling of empowerment. It cements the fact that they ARE part of the team. It also helps with aligning individual goals with those of the organization. Take time to provide detailed information about the businesss future and your internal customers place in it. Follow-up and ask for their feedback. Just as you ask for feedback from and follow up with your external customers, be sure implement open communications between you and your team. When you involve employees in the daily activities of the organization, they participate more, volunteer more and they take ownership more quickly. Say thank you. Can you imagine a transaction that takes place with an external customer where thank you is never said? You simply wouldnt tolerate that for long. The same applies to internal customers. When a project is finished when a report is completed at every opportunity, say thank you. While internal customer service programs may take additional time and money, the company-wide results will far surpass the expenses. You will soon find yourself surrounded by those who are willing and, yes, even excited to work for your firm.
Standards for data input accuracy and timing of input are part of making sure employees have what they need to perform their work. Performance measurement is integrated with prioritizing work. It identifies and measures those activities that are important to serving customers, whether internal or external. There is always the old adage, "what gets measured gets done." Measures help management manage by fact. Production may have performance goals such as the completion of work orders on time. Purchasing may be measured on frequency or percent of materials out of stock. Questions like, "What does an employee do to support product and/or service delivery?" or "What deliverables do they have?" help identify what to measure. Measurements help employees focus on the priorities and serving their internal customers. Improvement strategies may include sharing of successful strategies across the company, recognition and reward programs for innovation, information from customers of the internal processes, use of alternative technology and process analysis. Some firms may require a redesign of the complete system to achieve