LEADER'S GUIDE : JUST IN TIME

Leader’s Guide

Workshop A. Kick-Off Session 60–90 min.

A1. Introduce the Program 5–8 min.

SCRIPT: Today we’re going to begin the process of creating just-in-time information tools. What are they?

Tools that provide us with the most accurate, up-todate information about our products and services as well as the best answers to customer questions, problems, and complaints. If we’re going to be perceived as knowledgeable professionals, we need access to the best information—just-in-time, all the time.

Over the course of the next [time frame in weeks or months], we’ll hold a series of workshops to create a variety of practical tools, from frequently asked customer questions to standard operating procedures that cover the major tasks we’re accountable for.

During each workshop, we’ll examine one specific information tool, get as much work done on it as time allows, and then create a process to continue the work until we’re satisfied we have the best tool for now. The sooner we have basic tools in place and get everyone up to speed using them, the sooner we’ll exceed our customers’ expectations—consistently.

Of course, this will be an ongoing process. As new issues or problems arise, we’ll address them as quickly as possible so no one is left “hanging.” I want to ensure you have what you need when you need it to deliver

excellent service. So, is everyone on board with a 100 percent commitment and willingness to participate in this important project? [Call for a show of hands.]

Here’s the plan for today. Since we don’t want to reinvent the wheel, we’re going to start with the information tools the company already has developed.

Here are some that apply to us. [Hand out appropriate materials.] I’d like you to evaluate these materials based on how effective and up-to-date they are. If we can find easier, faster, better ways to use them, we’ll do

that. If we find they’re obsolete, we’ll get rid of them.

A2. Evaluate the Company’s Current Information Tools 45–70 min.

LEADER’S NOTE: Break your team into small groups of three to six members. Ask each group to select a facilitator, a timekeeper, and a note-taker. Make it clear that note-takers are responsible for delivering written

results to you not only after the program but also after any follow-up discussions. If possible, provide notetakers with desk- or laptops so they can easily record results and send them to you electronically.

Divide material among groups. Select only material of immediate value. Handle on your own the more complicated tools or those beyond the team’s expertise.

While you want members’ suggestions, you don’t want to engage them in exercises that lead to confusion or frustration.

Provide a single-sheet “tool analysis” handout that can be attached to each tool, and instruct teams to analyze each tool based on the handout’s questions (see Analyzing Our Current Information Tools handout).

If computers are available, deliver the handout electronically and have groups use one per analysis.

To familiarize members with this process, give them time to assess one tool; then ask for feedback. It’s imperative they understand the process well enough to do their “homework” after the workshop. Answer

questions for clarification, create models of what you want—an honest evaluation of each tool’s practicality— and engage the team in assessing as many tools as time allows. Quality is more important than quantity at this point.

A3. Assign Homework and Schedule Follow-Up Session(s) 10–12 min.

LEADER’S NOTE: Assign small-group and individual work on the next set of in-house materials, set deadlines, and ensure that note-takers accept accountability for submitting written results. Inform the team that you

will collate their responses and report back to them at the next team meeting (or next appropriate time.)

As an alternative, ask peer leaders to meet with the small groups to check on progress, gather completed assignments, and deliver them to you.

Repeat this process until you are satisfied that all pertinent in-house tools are examined and updated.

Finally, build in time during a team meeting to ensure that everyone knows how to access the tools and use them just-in-time.

Be on the lookout for opportunities to recognize and reward outstanding contributors at the end of this project and those that follow.

Workshop B.

Create an SOP for Problem Solving 60–90 min.

B1. Review the Six Keys to Successful Problem Solving 10–15 min.

LEADER’S NOTE: If you created the customer service workbook we recommended in Stage 2, ask your team to bring it to this workshop. If not, provide a separate handout to review the previous problem-solving training

(see Stage 2).

SCRIPT: The first new just-in-time information tool we’re going to create is a standard operating procedure for handling customer problems and complaints. Before we tackle it, let’s review the six keys to successful

problem-solving that we discussed during our training program on [date].

Does anyone remember any of the keys? [Facilitate a quick review. Be sure the team covers all six points.] OK. First of all, we need to create a standard operating procedure for how to handle customer problems or complaints that are within your discretion. We want to define (a) the parameters of that discretion, and (b) what to do when you don’t know what to do.[Ask lightheartedly.] Does that make sense?

B2. Create the SOP 45–70 min.

LEADER’S NOTE: Divide your team into small groups of three to six members. Ask each group to select a facilitator, a timekeeper, and a note-taker. Ensure that note-takers accept accountability for submitting results to you after the workshop, preferably in an electronic format.

Ask groups to discuss the customer problems and complaints they encounter most frequently. Is there a policy that service personnel must follow? If not, do you need one? If one already exists, do service personnel

have any flexibility with it? If not, what do they say to the customer? If they do have flexibility, what are the parameters?

Provide your team with the handout Most Frequent Customer Issues. Walk them through the process using an example from your business. Allow 20 to 25 minutes for discussion; then open the floor to feedback.

Focus on the common issues raised among the groups and discuss each in terms of what to do, what to say, and what flexibility they have.

Since “Sorry, this is our policy” is one of the most dreaded statements customers hear, determine how front-liners should diplomatically state that a policy is, indeed, non-negotiable. Create a script that they can use in this situation.

Handle as many issues as you can within your time frame, and advise the team that you—or a peer leader—will organize and distribute the results in the form of an initial SOP. You will continue the discussion at subsequent meetings, so final revisions can be made. Once finalized, this SOP will become just that: a standard operating procedure. As new issues arise and are addressed, they can easily be added to this section of the customer service binder or computer file.

B3. Wrap Up the Workshop 5 min.

LEADER’S NOTE: Ask your team to look for other customer issues during the coming week that fall within the context of this SOP. Tell them to bring those issues to the next workshop, when you will engage them in

creating an SOP for tracking customer complaints. Since these topics are closely related, consider scheduling the next workshop as soon as possible.

Workshop C.

Create an SOP for Tracking Complaints 60–90 min.

C1. Review Previous Workshop and Present Introduction 10–15 min.

LEADER’S NOTE: Spend a few moments reviewing the last session. Check on any new situations that need to be added to the “Customer Issue” list, and clarify policies, flexibility, and parameters.

SCRIPT: The last time we met, we covered customer problems that are within your discretion to address.

Today, we want to create a standard operating procedure to document two other types of customer complaints:  (1) those that keep recurring—these are “fires” we need to put out once and for all—and (2) those

that exceed your present knowledge and expertise.

What do you do with those?

We’re going to create a written documentation process to cover those bases and make it our next SOP. Why do we need written documentation?