Imagine if you purchased a T.V. at best buy and thirty days later you have to send it back to the store for repair. The person at the front desk has no problem accepting the malfunctioning T.V. but he claims that it will take at least 350 days to be repaired. Several years ago, the SP23 NAVY customer experienced a similar problem. All military defective equipment spent a minimum of 350 days at the vendor prior to delivery. General Dynamics Advance Information Systems took the initiative to form a group that will repair and return customer material in 150 days or less. Only after five years of service with the SP23 customer, we were able to reduce turnaround time by an astonishing 80%. As a result of our performance, the company now supports SP23, SP24 and UK NAVY programs. Currently, we have increased the numbers of items repaired from 500 to 2,000 units per year while keeping turnaround time at a maximum average of 70 days per item. The result of our success is the reflection of our great dedication, effort and teamwork as a group.
Its amazing how much the power of dedication and team work can increase efficiency. There must have been some good communication that proved to being very effective.
ReplyDeleteI liked the introductory example, it relates the problem to people's lives and helps showing them the big picture. People do not easily accept change, and good communication makes that process much easier. Thanks for sharing, Anexi!
ReplyDeleteThe openig comparison between TV repair work and you project makes the problem simple to relate to.. Could also have an emotional connection with people who have had unsatisfactory repait timing issues in the past.
ReplyDeleteWhat a great accomplishment by your team!
Anexi, you did a great job including concrete elements in this story. You used a good analogy as a lead in and compared it to a real life situation your company solved for you customers. Nice work.
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