Copyright, © 2003 eePulse, Inc. 1 Case Studies eePulse, Inc

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Copyright, © 2003 eePulse, Inc.

Case StudieseePulse, Inc.

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How Do You Get Information?

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Information About The World Around You?

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Information About Your Business?

WHAT ABOUT PEOPLE DATA?

Daily Sales Figures

Daily Production Output Reporting

Weekly Defect Reports Monthly Financial Data

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What Is People Data?Two aspects of people data:

What business information do people have that you need?

How can you get that information quickly?

How are people doing?

• Are employees engaged in work?

• Do customers want to buy your product?

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Get Questions Answered Today

If I knew _____________ , thenI could improve ___________.

Cases next

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Case #1Large, fast-growth bank president

If I knew why customer calls were not being answered in a timely way, then I could improve on response time and

increase revenues by closing more loans.

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Asked Managers About ThisTheir answers were:

Employees are lazy. They won’t answer calls.

We don’t have enough training.

The calls are not being routed to the right people.

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80% Of Employees Say, “The Phones Don’t Work.”

• Next step – validate- Asked “drill-down” questions

- Tell us the frequency in which the phones don’t work.- When phones don’t work, to what degree does it affect

your work?

• Insight: president had to fix problem immediately- Done

• Calls answered- Customer work processed faster, performance

dramatically improved in a matter of months

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Big Picture Savings Supplemented With Smaller

Savings

• Rolled out process to hundreds of managers

• Small wins added up immediately– “Productivity up 3% in my group”– “Morale improvement is priceless”– “Customer services scores are our

highest ever”

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Case #2

Senior Manufacturing Vice President

If I knew why my North Dakota plant was not performing well,

then I could help the plant manager with a turnaround

strategy.

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Plant manager and team response

We don’t have enough employees to do the job.

We don’t have enough spare parts.

We don’t have enough budget to initiate programs.

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eePulse dataPeople are not talking to each other

Information slips by

No planning

ACTION

The VP coaches plant manager

Manager of critical units held accountable for change strategy that they all helped develop

Turnaround in three months

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Case #3Auto Company

If I knew what opportunities existed to improve performance,

then I could act on them.

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The business history

• eBusiness unit and plant employees at Midwest site

• Current focus – Quality group, manufacturing, and

other corporate groups– Buildling enterprise-wide applications

for all manufacturing and possibly rest of company

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The BIG IdeaEnterprise Excellence

• The next evolution of quality

• Historical perspective– Total Quality Management– Six Sigma

– The Future: Enterprise The Future: Enterprise ExcellenceExcellence

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Beyond Six Sigma

Criteria Six Sigma andmanagement of quality

Enterprise Excellence (EE)and optimized relationships

Goal Solve problems Pursue opportunities

Use of data Obtain data from the past (benchmarking) to solve last year’s problems

Instant awareness with today’s data to solve today’s problems AND pursue future opportunities

Key Assets Employees are assets Relationships with employees are assets

Implications Assets are controlled Relationships are constantly renegotiated

What you do Solve problems and minimize downtime; assure compliance

Renegotiate for excellence and innovation by engaging or energizing everyone

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Excellence Requires

• Managers who take action today – You get results today– Management and action “count”

• Engaged employees– Need engaged managers – Feedback important - Personalized reports – Managers take away blockers – Employees want “voice”– The eePulse process is an intervention – Employees tell us it’s a reward

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Implemented concepts and achieved results

• Improved communications

• Improved safety, health

• Improved engagement in local environment

• Improved management skills

• Ability to transition team during major change efforts

• Data for major diversity initiative

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One Last Case Study

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Multiple eePulse Clients

If I could measure the degree to which employees are energized by

their jobs over time, and understand what is energizing or de-energizing them, then I could

make better decisions about every-day resource allocation, priorities,

time spent coaching managers, and more.

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Basic Pulse QuestionEnergy NOT satisfactionEnergy NOT satisfaction

Engaged Engaged when when energizedenergized

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ResultsHospital saved at least $250,000 in six months

New leader strategic plan unfolded immediately

Productivity increased,

absenteeism reduced, and

safety improved in a manufacturing

plant

Call center reduced turnover by 26% in less

than six months

Merger success within multiple industries

“Executive saves millions of dollars”

within three months of using

the product

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Copyright, © 2003 eePulse, Inc. 1 Case Studies eePulse, Inc