Service Quality Training Introduction

Introduction
Introduction
Introduction

80,000 employees, 140 countries.

Introduction

Our people are our most valuable asset.

Introduction

Our people are our most valuable asset.

We depend on you to maintain your focus on quality and being well trained in
following the company’s proven procedures.
Introduction

This presentation provides you with the guidelines for working the Schlumberger way.

THINK quality

WORK quality

LIVE quality
Introduction

YOU are essential to Schlumberger’s success!

Introduction

YOU have a tremendous impact on the company’s success.

Introduction

What really matters – every employee within Schlumberger continuing to be a vital

part of maintaining Schlumberger’s leadership position in the upstream services
industry.
You are a part of the puzzle
You are a Part of the Puzzle

Missing service quality affects to whole organization

You are a Part of the Puzzle

The Schlumberger Team!

You are a Part of the Puzzle

The Schlumberger Team!

You are a Part of the Puzzle

The Schlumberger Team!

You are a Part of the Puzzle

The Schlumberger Team!

The Pursuit of Quality
The Pursuit of Quality

Schlumberger’s standards are often higher than that of other companies.

The Pursuit of Quality

The Perils of GUESSING and ASSUMING!

The Pursuit of Quality
The Pursuit of Quality
The Pursuit of Quality

Bob assumes– and Bob assumes wrong!

The Pursuit of Quality

External Customer: Non-productive time.

The Pursuit of Quality

External Customer: Non-productive time.

Bob's Supervisor: Must answer to the customer.
The Pursuit of Quality

External Customer: Non-productive time.

Bob's Supervisor: Must answer to the customer.
Bob’s Co-workers: Forced overtime.
The Pursuit of Quality

External Customer: Non-productive time.

Bob's Supervisor: Must answer to the customer.
Bob’s Co-workers: Forced overtime.
Bob: Work quality has suffered.
The Pursuit of Quality

External Customer: Non-productive time.

Bob's Supervisor: Must answer to the customer.
Bob’s Co-workers: Forced overtime.
Bob: Work quality has suffered.
Schlumberger: Loss of reputation.
The Pursuit of Quality

External Customer: Non-productive time.

Bob's Supervisor: Must answer to the customer.
Bob’s Co-workers: Forced overtime.
Bob: Work quality has suffered.
Schlumberger: Loss of reputation.
The Pursuit of Quality

Schlumberger has a reputation for delivering quality services and products.

Poor quality is counter to Schlumberger company values.

Poor quality costs money and reputation.
Definition of Quality
Definition of Quality

Let’s define Quality.

Definition of Quality

Let’s define Quality.

Quality is meeting customer requirements and expectations

Definition of Quality

Let’s define Quality.

Quality is meeting customer requirements and expectations

- How employees behave

- How employees present themselves
- The care employees take in performing their work

Anything less is UNACCEPTABLE!

Definition of Quality

Schlumberger’s commitments to:

- External clients.
- Shareholders.
- Governments.
- Industry organizations.
- Public.

They all depend on YOU delivering quality!

Definition of Quality

Your choices are POWERFUL.

They reflect on the quality of your work and Schlumberger’s reputation.
Commitment
Commitment

Schlumberger’s company values focus on people, technology and profit.

Commitment

Schlumberger’s company values focus on people, technology and profit.

- Our people thrive on the challenge to excel in any environment and their
dedication to safety and customer service worldwide is our greatest strength.
Commitment

Schlumberger’s company values focus on people, technology and profit.

- Our people thrive on the challenge to excel in any environment and their
dedication to safety and customer service worldwide is our greatest strength.

- Our commitment to technology and quality is the basis for our competitive
advantage.
Commitment

Schlumberger’s company values focus on people, technology and profit.

- Our people thrive on the challenge to excel in any environment and their
dedication to safety and customer service worldwide is our greatest strength.

- Our commitment to technology and quality is the basis for our competitive
advantage.

- Our determination to produce superior profits is the cornerstone for our future
independence of action and growth.
Commitment

If you invest in the quality of your work, Schlumberger will invest in your career.

A Win-Win!

But each of us has to do our part!

What is Excellence in Execution?
What is Excellence in Execution?

Excellence in Execution is a Schlumberger multi-year program with the goal of

delivering flawless execution to our customers.
What is Excellence in Execution?
What is Excellence in Execution?

Success = Quality employees + SLB maintaining reputation.

What is Excellence in Execution?

Schlumberger’s Goal is your goal:

Do your job right the first time, every time!.

Enable Schlumberger to continue as the industry leaders!

Who is your customer?
Who is your customer?

Question: Will I be dealing with customers?

Answer: Yes!
Who is your customer?

Question: Who is my customer?

Answer: Everyone!

Clients are external customers Your fellow employees are internal

customers
Who is your customer?

A customer is anyone who receives products or services directly from you.

Who is your customer?

Personnel Representative

Your customers expect:

- Paychecks and vacation days are accurate.

- Prompt response to questions.
- Care about their issues.
- Respect.
Who is your customer?

Maintenance Technician

Your customers expect:

- Well-maintained equipment.
- Prompt response to repair requests.
- Respect.
Who is your customer?

Treat others as you wish to be treated.

Mutual respect results in a better work environment.

Who is your customer?

Definition of External: From a separate or independent organization

Schlumberger’s external clients are all companies that hire Schlumberger to

perform services and provide products that must be carried out in a way that is
dictated by signed contracts and performance expectations.
Who is your customer?

External clients include regulatory agencies.

Who is your customer?

You expect comprehensive training, providing you with all of the information you
need to succeed in your career at Schlumberger.
Who is your customer?

Schlumberger is YOUR internal customer. We expect you to:

Who is your customer?

Schlumberger is YOUR internal customer. We expect you to:

- Work to understand the training content.

Who is your customer?

Schlumberger is YOUR internal customer. We expect you to:

- Work to understand the training content.

- Apply what you have learned in your everyday work.
Who is your customer?

Schlumberger is YOUR internal customer. We expect you to:

- Work to understand the training content.

- Apply what you have learned in your everyday work.
- Demonstrate your commitment to service quality.
Who is your customer?

Coming up – The Nine Principles.

The Nine Principles
The Nine Principles

Schlumberger’s Nine Principles of Quality are:

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.
The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

4. Aim for zero defects the first time, every time.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

4. Aim for zero defects the first time, every time.

5. Customer satisfaction is the goal.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

4. Aim for zero defects the first time, every time.

5. Customer satisfaction is the goal.

6. Define, measure, analyze and continually improve service quality.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

4. Aim for zero defects the first time, every time.

5. Customer satisfaction is the goal.

6. Define, measure, analyze and continually improve service quality.

7. Quality encompasses external suppliers, as well as internal and external customers.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

4. Aim for zero defects the first time, every time.

5. Customer satisfaction is the goal.

6. Define, measure, analyze and continually improve service quality.

7. Quality encompasses external suppliers, as well as internal and external customers.

8. Eliminate root causes when service quality lapses.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

4. Aim for zero defects the first time, every time.

5. Customer satisfaction is the goal.

6. Define, measure, analyze and continually improve service quality.

7. Quality encompasses external suppliers, as well as internal and external customers.

8. Eliminate root causes when service quality lapses.

9. Teamwork is the Way.

The Nine Principles

Schlumberger’s Nine Principles of Quality are:

1. Poor quality costs.

2. Everyone is accountable and responsible for the quality of all of his or her work.

3. We must each recognize and respond to customer requirements and expectations.

4. Aim for zero defects the first time, every time.

5. Customer satisfaction is the goal.

6. Define, measure, analyze and continually improve service quality.

7. Quality encompasses external suppliers, as well as internal and external customers.

8. Eliminate root causes when service quality lapses.

9. Teamwork is the Way.

Principle One – Poor Quality Costs
Principle One – Poor Quality Costs:

What would have been the costs?

Principle One – Poor Quality Costs:

What would have been the costs?

- Life is endangered or lost.

Principle One – Poor Quality Costs:

What would have been the costs?

- Life is endangered or lost.

- Loss of time and money.
Principle One – Poor Quality Costs:

What would have been the costs?

- Life is endangered or lost.

- Loss of time and money.
- Loss of trust and reputation.
Principle One – Poor Quality Costs:

What would have been the costs?

Principle One – Poor Quality Costs:

What would have been the costs?

- Destruction of the environment.

- Loss of money for company and clients.
- Loss of life.
Principle One – Poor Quality Costs:
Principle One – Poor Quality Costs:

What are the benefits of doing

a good job?

- Protection of the environment.

- Customers appreciate our efforts.

- Staff safety.

- Schlumberger’s reputation for

quality continues!
Principle One – Poor Quality Costs:

You are Schlumberger.

Do your job correctly and both you and the company can feel pride in delivering
quality to our customers.
Principle Two – Everyone is accountable and responsible for

the quality of all of his or her work.

Principle Two – Everyone is accountable and responsible for the
quality of all of his or her work
Principle Two – Everyone is accountable and responsible for the
quality of all of his or her work

Perform your job right the first time.

Principle Two – Everyone is accountable and responsible for the
quality of all of his or her work

If a quality non-conformance occurs, take responsibility to fix it and identify the root cause.

- You are completely responsible and accountable for your work quality.
- You will be recognized for a good job.
- Take ownership when a job is not done correctly.
Principle Two – Everyone is accountable and responsible for the
quality of all of his or her work

Goal is not to point fingers.

Find out what went wrong, make improvements, make sure it doesn’t happen in the
future.
Principle Two – Everyone is accountable and responsible for the
quality of all of his or her work

Detail Investigation Module

Look for more information from QUEST and your supervisor. Go for the root cause.
Principle Two – Everyone is accountable and responsible for the
quality of all of his or her work

Accountability Matrix
Principle Three – We must each recognize and respond to
customer requirements and expectations
Principle Three – We must each recognize and respond to
customer requirements and expectations
Principle Three – We must each recognize and respond to
customer requirements and expectations

Your responsibility to understand and fulfill customer expectations.

Principle Three – We must each recognize and respond to
customer requirements and expectations

Determine customer expectations:

Principle Three – We must each recognize and respond to
customer requirements and expectations

Determine customer expectations:

1. Understand requirements and expectations by asking,

“What exactly do you wish to achieve?”
Principle Three – We must each recognize and respond to
customer requirements and expectations

Determine customer expectations:

1. Understand requirements and expectations by asking,

“What exactly do you wish to achieve?”
2. Establish product or service key performance indicators (KPIs).
Principle Three – We must each recognize and respond to
customer requirements and expectations

Determine customer expectations:

1. Understand requirements and expectations by asking,

“What exactly do you wish to achieve?”
2. Establish product or service key performance indicators (KPIs).
3. Delivering the product or service based upon the mutually agreed upon contract.
Principle Three – We must each recognize and respond to
customer requirements and expectations

Determine customer expectations:

1. Understand requirements and expectations by asking,

“What exactly do you wish to achieve?”
2. Establish product or service key performance indicators (KPIs).
3. Delivering the product or service based upon the mutually agreed upon contract.
4. Seeking feedback after delivery.
Principle Three – We must each recognize and respond to
customer requirements and expectations

Determine customer expectations:

1. Understand requirements and expectations by asking,

“What exactly do you wish to achieve?”
2. Establish product or service key performance indicators (KPIs).
3. Delivering the product or service based upon the mutually agreed upon contract.
4. Seeking feedback after delivery.
If expectations can’t be met, discuss with the customer and supervisor.
Principle Four – Aim for zero defects the first time,
every time
Principle Four – Aim for zero defects the first time, every time
Principle Four – Aim for zero defects the first time, every time

Is achieving zero defects the first time possible?

Principle Four – Aim for zero defects the first time, every time
Do you expect zero defects from:

Surgeon Hospital Pharmacist

Pilot Nuclear Techs Auto Mechanic

Principle Four – Aim for zero defects the first time, every time
Do you expect zero defects from:

Yes Yes Yes

Surgeon Hospital Pharmacist

Yes Yes Yes

Pilot Nuclear Techs Auto Mechanic

Principle Four – Aim for zero defects the first time, every time
Your job is just as important.

Anything less could be catastrophic.

Principle Four – Aim for zero defects the first time, every time

Zero defects means careful job planning and preparation.

Principle Four – Aim for zero defects the first time, every time
Attention to detail is ESSENTIAL!

Schlumberger Way is do it right the first time, every time!

Principle Five – Customer satisfaction is the goal
Principle Five – Customer satisfaction is the goal
Principle Five – Customer satisfaction is the goal

The customer is KING.

If they don’t get what they want, they may go elsewhere!
Principle Five – Customer satisfaction is the goal
Principle Five – Customer satisfaction is the goal

One bad job = Assumption that they will all be bad jobs!
Principle Five – Customer satisfaction is the goal
Schlumberger depends on repeat business. The quality of your work matters!

80 years of a good reputation, GONE!

Principle Six – Define, measure, analyze and continually

improve service quality.

Principle Six – Define, measure, analyze and continually
improve service quality

Identify the following:

Principle Six – Define, measure, analyze and continually
improve service quality

Identify the following:

- Decide on the quality measurement point or the standards.

Principle Six – Define, measure, analyze and continually
improve service quality

Identify the following:

- Decide on the quality measurement point or the standards.

- Define the objectives and the key performance indicators or KPIs.
Principle Six – Define, measure, analyze and continually
improve service quality

Identify the following:

- Decide on the quality measurement point or the standards.

- Define the objectives and the key performance indicators or KPIs.
- Establish goals.
Principle Six – Define, measure, analyze and continually
improve service quality

Measuring success is important.

Principle Six – Define, measure, analyze and continually
improve service quality

Time limits are important

Principle Seven – Quality encompasses external suppliers as

well as internal and external customers

Principle Seven – Quality encompasses external suppliers as
well as internal and external customers.
Principle Seven – Quality encompasses external suppliers as
well as internal and external customers.

Schlumberger is committed to delivering high service quality work.

Every step in the supply chain must have the same commitment to delivering quality.
Principle Seven – Quality encompasses external suppliers as
well as internal and external customers.

Schlumberger is committed to delivering high service quality work.

Every step in the supply chain must have the same commitment to delivering quality.
Principle Seven – Quality encompasses external suppliers as
well as internal and external customers.

For Suppliers.
- They must understand and meet
Schlumberger standards.
- Do a supplier audit.
- Make sure suppliers and contractors
are well informed.
- Maintain strong relationships with
contractors.
Principle Eight – Eliminate root causes when service
quality lapses
Principle Eight – Eliminate root causes when service quality lapses
Principle Eight – Eliminate root causes when service quality lapses
Principle Eight – Eliminate root causes when service quality lapses

You could kick the blooms into your neighbor's yard.

Principle Eight – Eliminate root causes when service quality lapses

You could cut them down to the ground.

Principle Eight – Eliminate root causes when service quality lapses

You could pull them up by the root.

Principle Eight – Eliminate root causes when service quality lapses

This is a metaphor – what’s your attitude towards problem solving?

Not my problem!
Sweep problems under the carpet and hope they go away?
Be proactive and find the root cause – fix it once and be done with it!
Principle Eight – Eliminate root causes when service quality lapses

Schlumberger believes that all loss can be prevented and the company has established
a number of proven protocols to keep losses from happening.
Principle Eight – Eliminate root causes when service quality lapses

The Schlumberger culture is to eliminate loss and learn from mistakes.

- Strive to not repeat mistakes.

- Deliver the highest level of service quality.
- Report problems and failures to your supervisor.
Principle Nine – Teamwork is the Way
Principle Nine – Teamwork is the Way
Principle Nine – Teamwork is the Way

TEAM stands for -

Together, Everyone Achieves More

An effective Team includes:

Principle Nine – Teamwork is the Way

TEAM stands for -

Together, Everyone Achieves More

An effective Team includes:

1. Common goals and objectives that are clearly understood by all members.
Principle Nine – Teamwork is the Way

TEAM stands for -

Together, Everyone Achieves More

An effective Team includes:

1. Common goals and objectives that are clearly understood by all members.
2. Clear leadership and roles for carrying out tasks.
Principle Nine – Teamwork is the Way

TEAM stands for -

Together, Everyone Achieves More

An effective Team includes:

1. Common goals and objectives that are clearly understood by all members.
2. Clear leadership and roles for carrying out tasks.
3. Expertise – a mix of people with different/complimentary skills.
Principle Nine – Teamwork is the Way

TEAM stands for -

Together, Everyone Achieves More

An effective Team includes:

1. Common goals and objectives that are clearly understood by all members.
2. Clear leadership and roles for carrying out tasks.
3. Expertise – a mix of people with different/complimentary skills.
4. 100% participation, utilizing the strengths of the individuals for maximum output.
Principle Nine – Teamwork is the Way

TEAM stands for -

Together, Everyone Achieves More

An effective Team includes:

1. Common goals and objectives that are clearly understood by all members.
2. Clear leadership and roles for carrying out tasks.
3. Expertise – a mix of people with different/complimentary skills.
4. 100% participation, utilizing the strengths of the individuals for maximum output.
5. Supportive relationships – trust, openness and honesty.
Principle Nine – Teamwork is the Way

TEAM stands for -

Together, Everyone Achieves More

An effective Team includes:

1. Common goals and objectives that are clearly understood by all members.
2. Clear leadership and roles for carrying out tasks.
3. Expertise – a mix of people with different/complimentary skills.
4. 100% participation, utilizing the strengths of the individuals for maximum output.
5. Supportive relationships – trust, openness and honesty.
6. Time allowed for regular meetings, coordinate activity and monitoring progress.
Principle Nine – Teamwork is the Way

Your responsibility:

- Make sure you understand team objectives.

- Carry out the work.
- Be responsible for your tasks.
Principle Nine – Teamwork is the Way

Unsure? ASK! Don’t guess!

Don’t hesitate to STOP the job if you feel something is not right!
Conclusion
Conclusion

You have a CHOICE! Choose quality in everything you do!

Conclusion

You have a CHOICE! Choose quality in everything you do!

- Do your part to know and follow Schlumberger’s standards.

Conclusion

You have a CHOICE! Choose quality in everything you do!

- Do your part to know and follow Schlumberger’s standards.

- Know your job.
Conclusion

You have a CHOICE! Choose quality in everything you do!

- Do your part to know and follow Schlumberger’s standards.

- Know your job.
- Know what is expected of you in your job.
Conclusion

You have a CHOICE! Choose quality in everything you do!

- Do your part to know and follow Schlumberger’s standards.

- Know your job.
- Know what is expected of you in your job.
- Know the Schlumberger standards that apply to your job.
Conclusion

You have a CHOICE! Choose quality in everything you do!

- Do your part to know and follow Schlumberger’s standards.

- Know your job.
- Know what is expected of you in your job.
- Know the Schlumberger standards that apply to your job.
- Refer to the standards often.
Conclusion

You have a CHOICE! Choose quality in everything you do!

- Do your part to know and follow Schlumberger’s standards.

- Know your job.
- Know what is expected of you in your job.
- Know the Schlumberger standards that apply to your job.
- Refer to the standards often.
- Ask questions.
Conclusion

Think Quality – Live Quality And be proud that you are now a part of
Schlumberger’s “Excellence in Execution”.