Pittsburgh, PA (PRWEB) October 17, 2012
All organizations are on an endless quest to improve customer relationships, but Wurth Louis & Company has taken this pursuit to a new level. Already recognized as a leader in customer service, they challenged themselves to build on that success by engaging the entire organization.
Tom Mauss, the Chief Executive Officer of Wurth Louis & Company set customer service as a major strategic initiative and asked MindMatters for their help. Mr. Mauss recognized this initiative as a critical element in their competitiveness. “By building strong relationships with our customers, we can provide better service and create long-lasting relationships. All of our employees are constantly interacting with our customers, so we’re excited to get the entire organization behind this initiative.”
“We were impressed with MindMatters’ entire Step by Step Innovation process. They helped us identify areas where we might fail, and successfully navigated around those obstacles. We have a wide range of experience and tenure in our workforce—from the newly hired to people with 25 years of experience—and we were able to get everyone to participate in the program. We asked all of our employees to help us by providing ideas to help increase customer communications, and were overwhelmed by the quality and depth of the submissions. Everyone truly gave it their best effort.”
John Gabrick, the CEO of MindMatters commented, “Tom set an excellent example in both his words and actions. He personally visited nearly every one of the company’s locations and had an opportunity to talk with the entire workforce about the importance of the initiative and what it meant to each person. He earned the respect of everyone in the organization, and followed through on his words with substantial actions—he participated in every aspect of the process. His excitement was very contagious.”
Wurth Louis & Company employees were given access to MindMatters’ Flagpole Innovation Management system for a period of three days to enter their ideas. A hand-picked group of reviewers spent several days over the course of three weeks reviewing/analyzing all of the ideas, and announced the winners and solutions at their quarterly all-hands meeting. Afterwards, teams were formed, and the following three months were dedicated to implementing the chosen programs. These time frames served as the basis for their “Power of Us” Innovation Program.
Their review team, led by Don Gordon, spent several days off-site analyzing each submission using MindMatters’ proprietary tools. The team analyzed each idea according to criteria that compared the idea against improvements in customer communications, employee engagement, and implementation time frame. The results were aggregated for all of the team members, and the best ideas were selected. At the end of the evaluation period, the team presented the selected ideas to the entire executive team for the final determination. Many of the team members became project leaders.
The range of ideas that were implemented was far reaching and effective. Efficiencies were gained in a number of key areas such as order entry and fulfillment, and there was a welcome but unexpected increase in revenue as customers embraced the new changes and the increased communication.