The Performance Competence Requirements of a Performance Improvement Consultant Team Leader

What Do They Do?

We need to determine their Products/Service offerings to determine what they need to know and what skills they need to have …

But in general …

Performance Improvement Consultant Leads lead Performance Improvement Consultants in Performance Improvement efforts/ engagements/ projects to improve:

  • Individual performance
  • Team performance
  • Organizational performance

That’s the end in mind. As scoped for each engagement.

All of that performance is a combination of resources to carry out Processes – defined or not – and each Process requires more than, but including, human performance.

Having the right “other assets” in place is most often just as critical.

Here is my model for that … the Enablers of Process Performance …

EPPI Fishbone 14 Variables

Here is a roll-up view of all Processes – I’m trying to ensure scalability

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So – what is Performance Competence – in my view – as used in this Post?

Here is my definition…

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Performance Competence exists, can be determined and proscribed (targeted) and measured – at all 3 levels:

  • Individual – the Worker … and his/her assigned Processes
  • Team – the Workers … and their assigned Processes
  • Organization – Workplace or Enterprise … and all Processes in total

Either you have Competence – Performance-wise – or you do not.

And then – why?

What’s missing?

OK. Enough of laying the groundwork.

On to the PICL – the Performance Improvement Consultant Lead – and their Performance Competence Requirements.

PICL – Performance Competence

I use the model below to portray a framework for identifying the unique Processes of my clients. I use their names for what they have in place and recognize – and my names for the unwritten/ not-thought-about Processes that indeed exist – even if Informal – that they can rename later.

For management at all levels I use this following model … a set of enabling “Areas of Performance” – otherwise known as Major Duties, Accomplishments, Key Results Areas, etc., etc.

I consider the PICL to be a manager, just as I would any team leader (permanent or temporary/rotating). For they all do that CORE AoP thing … set of things …

EPPA - Building Block View - Department

They all do the following Core Areas of Performance:

  • Plan Work
  • Assign Work
  • Monitor Work
  • Troubleshoot Work

What work? Look at the bottom of the graphic.

What work or work-streams or services do they render to their clients?

Here is my partial list … for illustrative purposes only … just to get you thinking about YOUR list …

  • Strategic Assessment & Planning & Improvement
    • Competitive Analysis
    • Strategy Development & Deployment
  • Operations Assessment & Planning & Improvement
    • Capacity Expansions
    • Capacity Contractions
  • Financial Assessment & Planning  & Improvement
    • Activity Based Costing
  • Measurement Assessment & Planning & Improvement
    • Scorecards for strategy deployment success
    • Scorecards for operations effectiveness and efficiency
  • Process Design/ReDesign & Improvement
    • Process Design
    • Lean Improvements
    • Six Sigma Improvements
    • Safety Improvements
  • Instruction Development/Deployment & Improvement
    • Performance Support
    • Formal Learning Development and Deployment
    • Informal Learning Support
  • Performance Appraisal & Management Assessment & Planning & Improvement
    • Qualification-based Appraisal System
  • Compensation/ Benefits Assessment & Planning & Improvement
    • Performance-based Pay Progression Program

Whatever is on their list – those are the long boxes in green and blue in that graphic – that are planned, assigned, etc.

IT IS CRITICAL to define that list – IMO.

Those 14 AoPs in the model above are organized into 3 Tiers:

  • Leadership (mostly common across all managers in an Enterprise)
  • Core (mostly unique across all managers in an Enterprise)
  • Support (also mostly common across all managers in an Enterprise)

Now these are the Areas of Performance – and as with my approach to Analysis (first published back in 1984 in the November issue of NSPI’s Performance & Instruction Journal) – are not the Enabling Knowledge and Skills required. There are sets of Performance Requirements – and there are sets of Enablers.

Leadership – Areas of Performance

The province of executive management in layer management hierarchies – those operating at the highest levels of management focus here – but are often involved in the other two levels as well. As always – it depends.

They do this kind of work Performance…

  • Stakeholder Relationship Management & System Governance
  • Strategic Planning & Management
  • Operations Planning & Management
  • Results Measurement Planning & Management
  • Process Improvement Planning & Management
  • Communications Planning & Management

Who does this in your Enterprise?

Is it OK or is it a Problem/Opportunity?

Is it centralized or distributed?

Is there a Process in-enough-control for each process or set of processes in place?

Core – Areas of Performance

The province of first line supervision and some middle management in those organizations with few layers in their management hierarchies – those operating at the lowest levels of management focus here – but are often involved in the other two levels as well. As always – it depends.

They do this kind of work Performance…

  • Plan Work
  • Assign Work
  • Monitor Work
  • Troubleshoot Work

Who does this in your Enterprise? At what levels?

Is it OK or is it a Problem/Opportunity?

Is it centralized or distributed?

Is there a Process in-enough-control for each process or set of processes in place that is planned, assigned, monitored and troubleshot?

Support – Areas of Performance

The province of middle management in those organizations with a few layers in their management hierarchies – those operating at the lowest levels of management focus here – but are often involved in the other two levels as well. As always – it depends.

They do this kind of work Performance…

  • Process Design/Re-design
  • Human Asset Planning & Management
  • Environmental Asset Planning & Management
  • Special Assignments

Who does this in your Enterprise?

Is it OK or is it a Problem/Opportunity?

Is it centralized or distributed?

Is there a Process in-enough-control for each process or set of processes in place?

Details and Applications

You should be able to use – IMO – the frameworks provided here to paint your own picture.

Start with the Products/Service offerings of your organization – to define the Core – of the as is state. If that needs to be changed/evolved (expanded or reduced – or both) then starting there will hopefully impact everything else – ’cause that’s what it’s all about (for you).

Perhaps you are interested in more on this and my other writings on performance-based ISD and PI – Instructional Design and Performance Improvement – where the former is a sub-set within the latter.

Then this 6 Pack may be of interest…

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See the Resource Tab – or for more information – please go – here.

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PACT Case Study: In Bound Sales Call Center Staff Development

It’s been well over a decade now since I and my staff conducted this performance-based ISD project …

7 Regions and 7 Sets of Training

That’s pretty much the Problem Statement.

Slide1

7 sets of content built independently – for the same job.

Wasted first costs, other than for the fact that my client, Verizon, had recently been formed from GTE and Bell Atlantic.

So it was an inherited situation.

Slide2

Their Consumer Sales Center for landline sales and services (phone lines, handset, call-forwarding, etc.,) employed over 3500 Sales Consultants in 7 regions (plus a special group within one region for NYC).

Their goals were $ 750 per day.

The actual, average, was $ 450.

Slide3

A “loss” of over $1MM per day … from the goal.

Do that math to rough out the R in the ROI to get everyone even just half way to the goal.

Oh – and there were a handful at each Regional Center where some Sales Consultants sold over $2000 a day.

Do THAT math.

Wanna talk about the cost to put the training in place?

The client didn’t want to once we calculated these 2 sets of calculations on a flip chart easel at the Project Steering Team Gate Review Meeting.

Slide4

Our goal was to redesign the entire set of curricula with a focus on Performance – with a super focus on sales skills development,and to reduce the length from the 80-some days each Region had in place – along with another 2-week Boot Camp for most (but not all) of the 7 Regions.

We did a combined CAD-MCD effort … skipping Phases 1 and 2 of the MCD – as our client intended to cover it all – and leave nothing to chance… performance-wise.

We got it down to well under 40 days at each location – and no Boot Camp required anywhere.

And all of the stakeholders on the Project Steering Team saw the incremental build of sales skills from start to finish – in the lock-step design of the Learning Path – Performance Competence Development Path.

But that’s just what their situation called for.

Slide5

We reduced the total curriculum length for all seven regions from 338 days to 187
days, designing 1,888 content objects  where 447 were shared, and 1,441 were unique to
one of the seven regions.

And over half of the unique content object – Instructional Activities – were derivatives because Call Forwarding is Call Forwarding except for the language, prices and script REQUIRED from one state Public Utility Commission differed slightly for most of the other states.

Not always. But often enough.

Slide6

Our client wrote a testimonial for us:

“The speed with which (we had) completed the project was truly amazing, but
what is more important is the outcome.

The design reflects the strong sales focus that my client required; the overall time was significantly reduced; and because skills application is frequent, I believe the performance and preparation for the job will be significantly improved.

I, and more importantly, my clients, couldn’t be more pleased with the outcome.”

Slide7

Our Performance Model data helped them identify other non-instructional issues to address as well.

Slide9

Some Content Can Be Shared In an Authentic Approach

But the goal is not to generalize the content so that “it” works for everyone – when everyone probably needs something different – because their applications on-the-job might be different enough.

Slide10

A CAD – Curriculum Architecture Design effort establish the “Architecture” for the enterprise – that “should” be leveraged in all future undertakings – to really build an architecture of Content and Tool that enables Performance.

Slide11

Then in the MCD – Modular Curriculum Development (a.k.a: ADDIE/SAM/SAT/etc.) we designed the content of the 7 Paths for our client’s people to develop and deploy/make accessible.

Slide12

Do your own math.

Here an article one of my associates wrote for my company’s (at the time) newsletters – that highlighted our efforts for this client – here – see the article beginning on page 8 of the PDF.

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No Plan – Is A Plan

Just not a very good one.

As the saying goes.

No Plan Is An Island

Some think that they don’t need a plan – for THEY know what they are doing.

They just don’t take anyone else’s needs into their equation.

Your Plan – or lack of a Plan – is most likely connected to other’ plans – By Design – or Inadvertently.

5 Ps of Planning

Click on graphic for the article/post: The Detailed Project Plan.

You may need shared resources. You may not have priority when you should.

Who gets that priority   or resources – when push becomes shove – may take too long to decide and the opportunity may be missed or the risks un-avoided.

Planning involves understanding – to some extent – all of the other plans and planning going on – or only small or large disasters wait over the horizon.

Documenting your plan – sharing it – keeping it evergreen and sharing that – is often quite necessary.

But as always … it depends.

66155-Lessons_in_Maki-sfull

Check your situation.

Sometime Things Are Anticipatable

That’s when I have the least patience for this – poor planning.

It’s disrespectful of everyone else’s time.

Slide1

I like: By Design.

I dislike: Inadvertently.

Especially if it didn’t have to be that way. When it could have been anticipated by those slowing down from their “just do it” mindset.

But they didn’t see it in their haste.

But Sometime Things Are Not Anticipatable

Then … that’s different … and understandable.

If I had been in on the plan BEFORE that unanticipated/unanticipatable “thing” happened – or didn’t happen.

Slide2

Be As Rigorous As Required – and – As Flexible As Feasible

It’s a situational issue.

Just don’t jump to doing it – until you are ready – unless the situation demands it.

Ready. Aim.

Then … Fire.

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Monday Morning Quarter PACT #31

Take a Quarter Hour or Less

To develop your ability to adopt and adapt the PACT Processes for ISD – to meet your Requirements and Constraints.

For Performance Improvement and positive ROI when properly targeted.

Slide1

E2- IAD – Performance Tests

Video Short E2- Performance Tests

Reminder – this is just one video of a collection of over 55 free “School of PACT” videos, that in combination with free books, articles, presentations and for fee books intends to enable the practice of performance-based Instructional Systems Design. To improve Performance Competence at the worker level, the work level, and the workplace level. For Individual, Process and Organizational performance improvement.

You may view them in sequence – or bounce around to eventually do just some or all of them.

See the Resource Tab or The Pursuing Performance Blog and the EPPIC Web Site for additional free resources – here.

See the entire School of PACT video collection Index – here.

What is PACT?

PACT is performance-based ISD… at 3 levels… with common analysis and project management approaches, tools and techniques… to speed the ISD process… to be effective while being efficient…

PACT Logo w 5 Methodologies 2

Other PACT Resources

See all of the EPPIC Videos on YouTube – here.

Books for free – here.

Books for sale – here.

Slide3

This MMQP Series

This Blog series will post each Monday at 8 am east coast time (USA).

Gopher-perched-transparent

Go for it – here – Monday Mornings!

Why PACT?

The benefits?

Slide40

Proven

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The Role of R&D in L&D

Research & Development in L&D?

Needed or not?

What might help us/you/me fend off the marketing wolves in the L&D Space – about their promises regarding technology, processes and philosophies?

Or is there nothing to be worried about – no risks about potential investments’ rewards – and you all can sleep soundly tonight?

R&D in L&D graphic

Hey – Is your new push on addressing Learning Styles of the Individual – dubbed: “iLearningStyle” – going to really pay off or what!?!

What’s to worry?

Why do R&D?

Just do it – produce good learning and performance support – and knock down anything that gets in the way of the “cookin’ crankin’ and wailin'” necessary to PRODUCE!

Hmm. But first – as an Advanced Organizer – the

Rockin Around the Clock

The T&D Systems View Clockface that is….

Slide39

This “Area of Performance” or Sub-System in the T&D or L&D or Knowledge Management system – is just one of many.

This model evolved from client work in the 1980s – and is the focus of my book…

2001 book: T&D Systems View

Where no Process – such as ADDIE or SAM – is an island.

2001 TDSV Book Cover

From the Book … chapter 26 …

11 O’clock: T&D Research and Development System

T&D Processes:

-11.1: T&D Methodology and Technology Surveillance Process T&D Processes

- 11.2: T&D Internal and External Benchmarking Processes

- 11.3: T&D Methodology and Technology Pilot-Testing Processes

Principle

Without a constant eye on the future, T&D will fail to keep pace with the changing dimensions of the profession and the opportunities that new technology and methods present.

Overview

These are the processes that look into the future and keep the T&D organization on the cutting edge. They also serve as the “testing” processes that ensure T&D is delivering on its promise of improved performance and a high return on investment.

The T&D Research and Development System organizes all deliberate/planned T&D research and development efforts; conducts internal and external benchmarking; and conducts pilot tests of new processes, products, tools, and techniques for potential incorporation into the standard T&D methods and processes throughout the T&D system.

The research and development processes and outcomes are documented, stored, and made accessible in a format(s) best usable for all anticipated needs and for increased ease of future access to enable more efficient search efforts by users.

The results of these research and development efforts should drive continuous improvement in the overall T&D system. The T&D systems of the future must be in a position to respond efficiently and quickly to an organized and demanding customer— the members of the T&D Governance and Advisory System and all other users of T&D’s products and services.

Research is needed into both ISD (design/development) processes and deployment processes and technology. Research and reviews need to be conducted of the constant flow of new T&D products and services from external sources. Literature searches should be continuously conducted, and appropriate content should be forwarded to interested parties.

Research and development provides insights into how to increase T&D’s return on the enterprise’s bottom line, through adoption or adaptation of new business-based ISD processes and technology, and other changes and improvements to reduce costs. This is always done with no deterioration in performance capability, as proven in the development testing prior to any general rollout.

Internal development and deployment of new or improved ISD and deployment processes and systems is required to enable the T&D organization to position itself as the rightful, preferred vendor of all things T&D, for all units of the overall enterprise.

T&D Process 11.1: T&D Methodology and Technology Surveillance Process

Process Purpose

The T&D Methodology and Technology Surveillance Process keeps track of what is going on in the worlds of ISD technology and ISD methodology, as well as with all other elements of the T&D system, such as information technology/information system capabilities for development and deployment of T&D.

Process Description

T&D organizations should be conducting targeted, by design and not random, research into the leading-edge ISD processes, tools and techniques, and T&D products of various content and nature. They should then compare both new and old T&D systems, techniques, tools, and “what results achieved at what costs analyses,” for potential consumption by all of the various T&D systems and processes on the T&D Systems View clockface

T&D should be focused on the evolving methods and technology of ISD processes and on ISD products and their deployment.

Process technology might include what is already available in the ISD marketplace, such as analysis tools, design tools, development tools, evaluation tools, and project management tools. Are they compatible or “integrateable” into the current systems and tools?

T&D product technology might include development and deployment systems or the marketing world’s “distribution system.” These systems and processes develop and deploy T&D via various media and methods, such as books, videotapes or audiotapes, wall charts, classroom sessions, auditorium sessions, computer access Web sites and computer-based learning programs, and satellite-downloaded two-way video and audio systems. The technology is rapidly evolving.

Computer-delivered content is becoming less expensive to generate and deploy. If targeted at the right content and intermixed with other learning strategies, it can be the backbone of the organization’s human resource development/knowledge management/enterprise requirements planning (ERP) HR module systems.

If T&D and its customers are skilled at tapping into the Internet, the intranet of the enterprise, and/or the use of other storage devices, then the amount and timing of content can be in much better control.

Technology and methodology currently available from outside can be easily ascertained by attendance at any one of several T&D-oriented conferences and expos. Understanding some of the newer delivery methods nowadays requires a basic knowledge of information technology.

After the data-gathering portion of your benchmarking of the available T&D technology, methodology, tools, and techniques, you can use the framework provided by the T&D Systems View clockface to help you better see fit and function issues as you determine the total life-cycle costs for any major or minor T&D system change.

Don’t make a change in technology and methodology based simply on first costs. Understand the total life-cycle costs for any purchase before making any commitments. What are the technology and methodology installation costs, if any? What are the annual technology and methodology operations, maintenance, or repair costs?

You must determine where new technology and methodology may better enable, today and in the future, and at what costs. And how does the new technology and methodology square with how work will be conducted in the near- and medium-term future?

The ever-evolving world of information technology will allow us to more easily (but not without some additional effort) capture and report data related to our function and impact within the enterprise. That same information technology evolution is changing how T&D is used by the customers (the T&D user). Other stakeholders, such as the target audience’s management and owners, should have easier access to data about the T&D investment and should know exactly what the returns are.

Current and leading-edge ISD technology and methodology data can be gathered from a variety of sources, including the use of benchmarking processes. Training journals and books provide a wealth of information and methods from external sources. Internal T&D organizations can share their methods and results.

Internal data needs to be gathered, such as target audience demographic data, that identifies many factors about the targets of the T&D investment, such as their current use of desktop computers, laptops, or palmtops, and helps the T&D system understand current systems. Insights such as these may help determine which T&D distribution channels might be used to better reach their customers.

Additional research into those particular deployment technologies, in terms of their future, costs, user-friendliness, ease of learning, ease of usage, and costs typical for content development, need to be understood and considered in any large-scale system.

Process Outputs and Their “Utilities”

The key outputs from the T&D Methodology and Technology Surveillance Process include the following:

Key Outputs Key Utilities
Key T&D methodology and technology trends and emerging capabilities Will provide input to the next process where some will be explored further to assess their capability, feasibility, and desirability.

Is It Broken? Clues and Cues

Your T&D Methodology and Technology Surveillance Process may be broken if

- You are not constantly, systematically surveying the marketplace for what’s new.

- Customers or other leaders in the enterprise are asking you about methodology or technology that you are unaware of.

Process Summary

In summary, the T&D Methodology and Technology Surveillance Process of the T&D system keeps abreast of what’s going on in the wide world of T&D. It also provides input to the next two processes that will focus on new things as well as improvement efforts for all existing components in the T&D system.

Next, we’ll view the T&D Internal and External Benchmarking Processes.

T&D Process 11.2: T&D Internal and External Benchmarking Process

Process Purpose

The T&D Internal and External Benchmarking Processes compare all of the internal T&D organization’s processes to a series of benchmarks, comparing internal operations against each other as well as to external organizations in both similar and dissimilar situations.

Process Description

The T&D Internal and External Benchmarking Processes look both internally and externally at T&D systems and processes, as well as at non-T&D systems and processes, for insights into what might help to improve the cost, schedule, and/or quality performance of the T&D system. Benchmarking could focus on such processes as T&D development, authoring processes, order fulfillment, governance, etc.

The T&D Systems View and its 47 processes provide a map for determining where to start these time-consuming and potentially costly efforts. We believe in targeted approaches

Process Outputs and Their “Utilities”

The key outputs from the T&D Internal and External Benchmarking Processes include the following:

Key Outputs Key Utilities
Benchmark studies Provide insights into how things are done elsewhere (internal or external to the enterprise).

Is It Broken? Clues and Cues

Your T&D Internal and External Benchmarking Processes may be broken if

- You reinvent systems, processes, or products that already exist.

- You start development or improvement efforts with only the old model and a blank sheet in front of you, instead of with several new models borrowed from elsewhere.

Process Summary

In summary, the T&D Internal and External Benchmarking Processes of the T&D system help with continuous improvement efforts of both ISD and other T&D processes (e.g., registration systems) and products (e.g., LCD projectors) used by internal and external T&D organizations.

Next, we’ll view the T&D Methodology and Technology Pilot-Testing Processes.

T&D Process 11.3: T&D Methodology and Technology Pilot-Testing Process

Process Purpose

The T&D Methodology and Technology Pilot-Testing Processes bring in the newfangled stuff found in the other two research and development processes of the T&D system to deliberately play with it and test it.

Process Description

The T&D Methodology and Technology Pilot-Testing Processes use structured, rational approaches for the formal “trying out” and testing methods, technologies, equipment, and tools.

Pilot tests are conducted in a precise, controlled manner to evaluate the process or product with the technology and/or methodology being tested for many “abilities” such as

- Manufacture-ability

- Use-ability

- Maintain-ability

- Storage-ability

 

The T&D Methodology and Technology Pilot-Testing Processes help avoid potentially costly implementations for things that will not really work on the larger scale needed or will have other issues requiring more of an investment, throwing off the original return on investment and economic value add forecasts.

T&D methods and technologies implemented too quickly often bring disasters. Haste makes waste is learned all over again. If it’s worth doing, it’s worth doing right.

Yes, today life is operating at Internet speed, but going too fast does not always get you to exactly where you need to be. It just gets you someplace faster.

Process Outputs and Their “Utilities”

The key outputs from the T&D Methodology and Technology Pilot-Testing Processes include the following:

Key Outputs Key Utilities
Test results for T&D system methods, technologies, equipment, and tools Help avoid implementation of items that will not really work as needed or desired.

Is It Broken? Clues and Cues

Your T&D Methodology and Technology Pilot-Testing Processes may be broken if

- Things get implemented without testing, resulting in scheduling and cost issues and reduced ROI.

- You never pilot test new methods, techniques, tools, etc.

- Too many things have been implemented in the past that just haven’t worked out as well as first thought.

Process Summary

In summary, the T&D Methodology and Technology Pilot-Testing Processes test, prior to deployment, various promising methods and/or technologies to better learn what a successful, efficient deployment will require and to assure that return on investment and economic value add projections are based on realistic, total costs and revenues. As a result, the deployment can be better planned and followed during the implementation.

Alpha and Omega’s T&D Research and Development Systems

At Alpha, there is a systematic research and review process employed to stay abreast of all evolutions and revolutions in T&D concepts, methods, and technologies.

Potential solutions for specific needs are proactively sought out per the annual plan.

Those thought most promising are tested after careful benchmarking with others, and then brought into the systems when deemed appropriate.

At Omega, attendees of conferences and reviewers of trade publications are forever bringing to management’s attention new things helpful to T&D efforts.

11 O’clock System Summary

The T&D Research and Development System is intended to keep the T&D suppliers and customers reasonably informed about status, available data or results, and feasibility of changes in the T&D marketplace regarding processes, methods, tools, and techniques.

Next, we’ll review more from Alpha and Omega regarding all of their T&D Support Systems and Processes.

For That You’ll Need To Get the Book

It’s free – as a PDF – and it is also available as a $20 paperback.

2001 TDSV Book Cover

For those options – please go here.

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7 Rounds in the “Thank You So Much For Your Business Now Go Away” Ring

From a friend on Facebook…

ROUND ONE

Soooo … I’m having problems with my new frig. I’ve submitted product reviews twice and both times, the GE webmasters have told me my reviews “did not meet the guidelines for posting on our site.” So I thought posting on Facebook may be more helpful for appliance consumers. Here it is.

My refrigerator was installed in May 2014. In November, I had to have the fan replaced. The fan was back ordered and it took 2 weeks for that repair to be made.  The day after the repair, everything in the frig was frozen. I had to discard about $40 worth of food. When I called customer service, they told me the earliest they could send a repairman out was 10 days later. Thanksgiving happens between then and December 1. I am completely disappointed with the GE Profile frig and even more disappointed with the unacceptable customer service response.

GE Refrig

ROUND TWO

Today, the GE repairman made his third visit ostensibly to resolve the everything-in-the-frig-is-frozen problem. The repair guy thinks it might be the circuit board. Of course, that has to be ordered. Hopefully, it will arrive at my house before 8:00 a.m. 12/5 when he returns for a fourth time. Needless to say, I won’t be purchasing GE products in future and this service process is ineffective and alienates customers.

I heard Electrolux purchased GE. Sure hope they make improvements not only in the products, but also in their customer service and repair processes.

ROUND THREE

The replacement circuit board for my frig is on back order. Why am I not surprised!! Now it won’t be replaced until 12/9. Come on GE/Electrolux!! Man up and just replace my frig with one that works!!!

ROUND FOUR

Things are looking up. As a result of my social media postings (thanks to those of you who suggested I do that), there are 2 GE reps attending to my broken fridge issue. One of them (Tara) gave me the phone number for GE’s appliance insurer. I called it and within 3 minutes, they confirmed I’ll be receiving a $100 check for food loss!! Of course, I don’t have the check YET and my fridge still doesn’t work.

ROUND FIVE

Circuit board arrived this morning via Fed Ex. Repair guy to arrive on Tuesday. Fingers crossed.

ROUND SIX

I need help and I need it now! The repair guy came yesterday and replaced the circuit board on my fridge. I put containers of water in the fridge and in the freezer. This morning, both are frozen solid AGAIN. I want this fridge replaced within the week. I can’t afford to wait for a service visit, then have a part ordered, then wait for the part because it will be back ordered, then wait for the part to arrive in the mail, then wait for the repair guy to come and install the part, which may or may not solve the problem.

I’m having a party on the 19th and 5 guests who will be here for a week over the holidays. @GEappliance, PLEASE ESCALATE THIS ISSUE AND DO WHAT YOU CAN TO GET ME A WORKING FRIDGE!!

ROUND SEVEN

Out of frustration, I called Consumer Relations. Bad news-another service call is scheduled for Monday. Good news-engineering will be on the phone with the technician while he’s here and if the fridge can’t be repaired, they’ll replace it. Can that happen before Christmas???

I chose GE Profile because of the good word-of-mouth reports I heard and I couldn’t be more disappointed or more stressed!!!

Hmm. Over 70 Comments – And It’s Not Even Over Yet

I wonder how far that reached out? And will still reach out.

Friends of Friends. Looking out for each other.

Reminds me of this article I published in the Journal for Quality and Participation in June 1995 …

Managing and Mismanaging Stakeholder Expectations – GWW – 5 page PDF – original that was published in the Journal for Quality and Participation in June 1995 – my story as Uncle Guy doing the video for a niece’s wedding that went downhill before it all got started – due to the un-kept promises of a rental car company.

Where In The Value Chain Is The Break Occurring?

Someone better address this and hope it’s an isolated incident.

What variables are at play here? Is Training/Learning the solution?

Is it the main “lever” or is it something or somethings – else?

EPPI Fishbone 14 Variables

Maybe Learning is needed after a new parts system is in place in the field for service staff – and/or better quality control upstream back at the factory.

Why Worry?

Because my friend will never again buy from this vendor?

Scan_Pic0001 (2)

Graphic Acquired In 1979

Oh. It’s more than that.

It’s the reach of this feedback/warning/recommendation.

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