Exceeding Customer ExpectationsExceeding Customer Expectationsg pg p

Presented by John Clohessy & Craig BramichPresented by John Clohessy & Craig Bramich

November 7th 2008

Presentation Agenda

Introduction1 Introduction1

2 Contract Life Cycle

3 Performance Management

HKJC - Findings and Recommendations4

5 Mapping the Future

Client Sample

Hong Kong Jockey ClubCB Ri h d ElliCB Richard EllisExxon MobilArts Centre VictoriaArts Centre VictoriaWater Corporation WABurswood CasinoWesfarmers CSBPQueensland RailThe University of MelbourneThe University of Melbourne

Service Offering

Management Consultants – Property ServicesManagement Consultants Property ServicesContract DocumentationTender EvaluationPerformance ManagementCompliance AuditingDevelopers - Software Systems/TrainingDevelopers Software Systems/Training

People are not incompetent Just thwarted in

Contract Life cyclePeople are not incompetent, Just thwarted in achieving their objectivesDetail some of the major causes Dislocated asset information during initial life cycle

Measuring Performance/Managing Outcomes

Property Managers – Broad knowledge baseProperty Managers Broad knowledge baseMost don’t have the expertise in house to achieve best outcomes for their Tenants and the owners they need AssistanceSolution – Engage domain expertise

Contract Life cycle

People are not incompetent, Just thwarted in achieving their objectivesDislocated asset information during initial life cycleAsset changes hands, staff change, systems change

Conception Design Construct Transition

Manage Maintain Recycle RepeatManage Maintain Recycle Repeat

Recent Survey Results

CB Richard Ellis Perth – QV1 CBD High rise Same contractor for 8 yearsydisproportionate times spent on problems (80/20)Research from clients surveys tenants had memoryyThe score was impacted by the tenant’s level of expectationsThe issues between tenants and buildings were consistent

Example 1 – CBRE QV1, Perth

The outcomes for CB Richard EllisThe outcomes for CB Richard EllisRe-engineered contract – added accountable workable KPI’s performance measuresworkable KPI s, performance measures,Assisted with the tender evaluation processProvided performance auditsProvided performance audits Provided transparent results to all stakeholders on web based portal tenantsstakeholders on web based portal tenants

Report Portal

R lt b i d i f f tResults can be viewed in a range of formats

Stakeholders Access

All stakeholders can have access to the audit results

Outcome of Process

Complaints have gone from 40 a day to 4 a dayday.Operations personnel now freed up to focus on core businesson core business Tenant involved in the processContractor can effectively manageContractor can effectively manage performanceExpectations are being managedExpectations are being managed

Example 2 – Hong Kong Jockey Club

We recently evaluated cleaning services for HKJC facilities - primary focus two race courses. p yAs the world premier horse racing club HKJC have spared no expense ensuring their facilities and the systems to manage and monitor outcomes are worldsystems to manage and monitor outcomes are world class. HKJC felt they were achieving high standards, y g g ,however, they had no way of confirming this.HKJC committed to achieving world’s best practice th d d b h k t i tthey needed a bench mark to measure against.

Example 2 – Hong Kong Jockey Club

HKJC engaged CD to review their standards and all processes to identify any gaps and recommend p y y g penhancements that would assist the HKJC to achieve their goals.CD reviewed standards systems operationalCD reviewed standards, systems, operational procedures, equipment, etc.Findings HKJC standards ranged from 75% to 85% g gagainst our benchmarks.Staff skills training – we identified that while the staff

hi d it d lt th ’t i t tachieved quite good results, they weren’t consistent.

Example 2 – Hong Kong Jockey Club

What was missing to achieve consistent outcomes was a standardised trainingoutcomes was a standardised training program at all staffing levels. Sustainability – The process also identifiedSustainability The process also identified that the HJKC like most organisations is committed to sustainable work practices and while they are well down the road, they needed assistance in documenting their

t hi th i bj tiprocess to achieve their objectives.

Example 2 – Hong Kong Jockey Club

82.0%

Happy Valley Race Course Cleaning Standards

Show graphs performance comparisons

70 0%

80.0%

90.0%

100.0%

64.0%65.0%

40.0%

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60.0%

70.0%

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Members Areas Public Areas Concourse

Example 2 – Hong Kong Jockey Club

80.5%

Sha Tin Race Course Cleaning Standards

70 0%

80.0%

90.0%

100.0%

80.5%

64.0% 66.0%

40.0%

50.0%

60.0%

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Members Areas Public Areas Concourse

HKJC - Key RecommendationsThe Way Forward

More efficient equipment

The Way Forward

Process planning – QA/SOP/SWP/JSA’sStructured trainingStructured training Schedule work process for staffM t t t KPI’ dManage contract outcomes – KPI’s and

Performance measures

The Key to Exceeding Customer’s Expectations

Consistent data captureInformation repositoryInformation repositoryExtracting and utilising deliverables from contract in KPI’s and performance measurescontract in KPI s and performance measuresEngaging all stakeholders in a transparent processprocessTraining - whether the service is in-house or outsourcedoutsourced

GPS (Global Positioning System)Bin not out Bin heavy Overloaded

Contamination Behind Car

Tablet PCDumpedRubbish

Bin Position

TreeOverhanging

DerelictVehicle

Graffiti

Sensors

Remote Vehicles

Mapping the way forward

Mapping the way forward

Summary

Examples demonstrate the effectiveness of tailoring a solution that improves thetailoring a solution that improves the business process, risk management and complete asset visibilityp yNo one solution fits all howeverBest to utilise best of breed software components that facilitates the design, implementation and operations of a truly effective and capable solution

Contact Details

John Clohessy – +61412146275johnc.changingdirections.com.aujohnc.changingdirections.com.au

Craig Bramich - +61425725606craig.changingdirections.com.au