Excellence in Operations and Delivery of the Desired Customer Experience Wave 2 Kickoff Prepared for: Team Lucor GSO, SVM, AGM, and CSA 2010

1 SAFETY There are no Fire Drills scheduled for today. If there is an alarm, we will exit at the designated exits and muster in the parking lot. TEAM LUCOR

2 WELCOME! INTRODUCTIONS THANK YOU!

3 A 4-5 week period to intensely focus on the role of the: – Team Leader – Customer Team – Car Team – Facilities Refine standards and activities introduced in Wave 1 Key Challenge: Maintain consistency and focus on the details to assure changed behaviors What is Wave 2?:

4 Wave 2 Focus TEAM LEADER Activity Board Guide to Excellence Team Leadership / Training Communications Board CUSTOMER TEAM Service Cycle / Customer Experience Customer Culture CAR TEAM Downtime - One Car / No Car JTSS

5 Wave 2 Focus TEAM LEADER Activity Board Guide to Excellence Team Leadership / Training Communications Board

6 Activity Boards / Guide to Excellence Activity boards – Who is the owner? – How often do you use it? – What issues did you have using it and how have you solved them? – Have they made it easier for you to manage downtime? How? Guide to Excellence – Standards, Actions and Management – How do you use them? – Are your teams using them? How? – Have they improved your store’s appearance? If not, why not? What would you do to make them better?

7 Positives: – At stores that are performing the service cycle well, activity boards are being consistently used and working – Guide to Excellence is being used more frequently and stores who use it the most are beginning to consistently meet presentation standards Areas for development: – Update throughout the day – Especially during personnel changes – Make sure to add “other activities” and employee development Activity Boards / Guide to Excellence TEAM LUCOR

8 Activity Board Floor Control Activity Loops (Tidies and Cleans) and Frequency Other Activities / Special Reminders Employee Development (CBT / OJT) Daily Goals: Customers and Sales

9 Team Leadership / Training Training – Has the training been useful? – What positive results have come from the training? – How can you use the communication board, training folders, and activity board to increase the training? – Can you use the training programs in other ways than getting people certified? Team Development – How can you use the Wave 1 tools in developing your team?

10 Effective Use of Downtime Customer Rallies / Huddles – When should we hold a rally or a huddle? – Do these act to add a sense of excitement and teamwork in your group? – Does everyone participate? – Is it difficult to think of relevant topics? – Do you ask others to lead discussions in order to generate participation and to make it interesting? – How do you make sure that this happens on a regular basis?

11 Coaching / Reinforcing Behaviors Performance Reports – Do you give performance feedback on a regular basis? – Do the employees respond / appear interested in learning how to get ahead? – Do you incorporate discussion about their career path opportunities and set goals / milestones to work toward with respect to the career path? – Has JLU helped you in recognizing both good and poor performance? Discus Discuss as a Group Accountability – How do you discuss accountability with your employees? – Do you believe the tools are in place for you to enforce accountability? – How does the Operational Excellence operating model make it easier to enforce accountability?

12 BREAK

13 Customer Team FOCUSING ON THE CUSTOMER SERVICE CYCLE

14 Customer Focus: Service Cycle Greet Escort & Lounge Orientation Service ReviewRing Out Vehicle Handover/F arewell Led by Customer Service Advisor

15 Service Cycle How consistent is the service cycle at your store? What would you do to make it better? – Greet – Escort – Service Review – Cash out – Vehicle Handover/Farewell Is there anything you would like more help with? What have your customers’ reactions been?

16 Service Cycle Positives: – Employees and stores that are really consistent in executing service cycle are seeing positive results from customers – Increases in CSS scores reflect consistent delivery of the service cycle – Ad hoc customer feedback being received at stores Areas for development: – Tailoring the Service Review to the customer – Completing the ROC and pulling the air filter quickly TEAM LUCOR

17 Car Team JTSS One Car/No Car

18 JTSS  What issues do you have in keeping your team certified?  What can you do at your store to develop better consistency?  What are the primary steps in JTSS where there are still inconsistencies?  What questions do you still have about JTSS?  What could we do to help you and your crews understand it better?

19 JTSS Positives: – Stores are executing JTSS better – Car times are improving – Fewer errors Areas for development: – Executing JTSS when multiple customers come in the Center – Changing into the different “Ways” as staffing changes TEAM LUCOR

20 Downtime: One-car, no car How have you used the one car, no car process to improve your team? Has the team leader pulled himself out of the service to observe and coach? Why is using this process helpful to your team? How often should you use this? Operational Excellence is about defining and consistently delivering the desired BEHAVIORS at the store level.

21 BREAK

22 Facilities Discus Discuss as a Group How can we make sure that our facilities are kept up in “Guide to Excellence” quality? What tools do we have to help us recognize when it’s not where it should be and how to get it there?

23 Progress Measurement  Customer Service Surveys  Store Status Reports  Mystery Shopper

24 Mystery Shopper Program CSS Program Results delivered Weekly for more timely use in store improvement Included as one of the components in the KPI bonus for ALL EMPLOYEES! Reporting at all levels of management Simple program focused on key, customer experience areas only 1 shop per store minimum during wave Measurement Programs Customer Measurement Programs: TEAM LUCOR SSR  Two completed each week  Left with store for review

25 Mystery Shop Report  What makes the Mystery Shop Report different than CSS or SSR?  How can these differences help us in improving?  Why do we do a Mystery Shop when we have these other tools? Discus Discuss as a Group

26 How do you currently use your CSS Reports? – Do the employees understand that CSS measures the customers’ perceptions, whether or not they actually measure reality? – Do they understand what each question specifically measures (e.g. Information)? – Are you using the RISE improvement process? – Are you reviewing your overall progress as a trend, and not just focusing on weekly scores? – SUSTAINMENT IS THE KEY! Measurement Programs – CSS Scores Discuss as a Group

27 Store Status Report – How often is a Store Status Report completed in your store? – Is it reviewed with the entire staff, in addition to the SM / ASM? – Do employees see it as a coaching tool, or as a performance metric they are measured against? Discus Discuss as a Group

28 Team Leadership Customer Team – Service Cycle Car Team – JTSS Facilities – Keeping up to GTE Standards for Excellence Wave Expectations: Wave 2 Highlights Refer to “Guide to Excellence” for Standards of Excellence

29 Working Toward Sustainment What Does Sustainment Mean? Carry On Continue Maintain Why is Sustainment Important? Produces desired behaviors We deliver ‘Every Time, Everywhere’ Adds to future business viability Operational Excellence is THE way of operating. Going back to the way things were before is not an option.

30 Working Toward Sustainment Less attention from the market deployment team… DSOs, GSOs, SVMs and AGM’s are to reinforce desired behaviors Accountability must be maintained at each level of management… YOU are the LEADERS…it is up to YOU to raise a red flag when you see behavior that needs to be corrected We must work together to monitor the ‘big picture’, without drowning in the day-to-day details It is always easier to go back to what is familiar and to what we know. We have to work together to establish new behaviors and habits.

31 Closing YOUR EFFORTS ARE RECOGNIZED AND APPRECIATED. GREAT JOB!

32 Closing Questions???