Disney’s Approach to Quality Service
Thursday, September 16, 2010
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Experience the Business Behind the Magic with the world-renowned Disney Institute. Professional facilitators will share the successful business practices that have made the Disney name synonymous with leadership excellence, quality service, people management, brand loyalty and inspiring creativity.
The Disney’s Approach to Quality Service program is the result of over half century’s experience in exceeding customer expectations in the face of competition, growth and the public’s ever-changing tastes and attitudes. Through this Disney Institute program, we will show you the importance of attention to detail and how we train Disney employees to treat our customers as VIPs. We will also help you to:
- anticipate the needs, wants and emotions of your customers in order to exceed their service expectations;
- bring "consistency“ to your organization by establishing quality standards;
- design a delivery system that focuses on the employees, environment and processes that enhance quality service;
- and create a service plan that integrates quality standards and delivery standards that focus on exceeding family expectations.
The Disney’s Approach to Quality Service program is ideal for any size business - from start-ups to mid- size organizations to Fortune 500 companies. Whether you are the newest member of an organization or a seasoned executive, you will find enormous value in this one-of-a-kind experience. This is a rare opportunity to take an inside look at the Business Behind the Magic from experienced Disney leaders, who will share the successful business practices and unique philosophies that have made the Disney name synonymous with creativity, quality and innovation the world over.
| 8:30 – 9:30 a.m. |
Quality Measurement Methodology |
| 10:00 – 11:30 a.m. |
Defining Quality Standards |
| 11:30 a.m. – 1:00 p.m. |
Lunch
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| 1:00 – 2:30 p.m |
Service Delivery Settings
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| 3:00 – 4:30 p.m. |
Delivering Quality Service |
Arkansas Children's Hospital
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"Excellence in Healthcare Leadership" helps them become an Employer of Choice"
In 2001, Arkansas Children's Hospital was struggling with the recruitment of critical staff including nurses, respiratory therapists and patient information assistants, and the team was also dealing with high staff turnover rates. How did short-term fixes give way to a complete culture change? It started with an outreach to Disney Institute. "Now that we have a Culture by Design," says Scott Gordon, COO of Arkansas Children's Hospital, "we find that all of our efforts - fundraising, retention of team members, patient satisfaction and work with our physician partners - are more successful because we are more consistent and focused. We could not, in our wildest imagination, have predicted how powerful a change agent the Disney Institute training would be for our organization."
Duncan Regional Hospital
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Fostering an enduring service culture in a rural hospital setting
Facing significant competition from larger, big-city hospitals, Duncan Regional Hospital faced considerable challenges in achieving - and sustaining - operational and financial success. They began to overcome those challenges when they committed to making a change with the help of Disney Institute. After adapting Disney standards to their organization, market share has increased and patient satisfaction scores catapulted from a low 75th to a high 99th percentile rating. It's a healthy prognosis for a once-ailing hospital.
Humana Inc.
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Humana Reaches "Perfect Service" Goals
Humana's self-diagnosis revealed that claims were being reworked in reaction to higher error rates. Customers complained service was unacceptable, and retention rates were reaching their lowest levels. With each revelation, Humana associates became more discouraged, complacent, and some even left the company. The prescription was Disney Institute. Arriving with a commitment of being more "consumer-centric," Humana began the first step in what would ultimately be a successful transformation. "Given the fact we were driving toward a consumer-centric approach," asked Humana's senior vice-president and chief service and information officer Bruce Goodman, "what better company to look at than Disney?"
National Rehabilitation Hospital
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A Cultural Transformation
Previous attempts to address the value and performance of their organization had lost momentum. That's when NRH turned to Disney Institute. In less than four days, senior management to see their future. Inspired by the multi-day program which showed how building a loyal customer base would drive repeat business and financial success, they made changes. At NHR, those changes reduced turnover, increased patient satisfaction, and told employees that they mattered.
Siemens Medical
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Focusing on the external customer relationship at an annual national meeting
As long as your employees are at Disney for a corporate retreat, why not give them an extra boost by introducing them to proven Disney business philosophies? Although Siemens focus is on the development and manufacturing of technologically advanced medical equipment, they were also smart enough to realize that Disney Institute could share with them lessons in quality service and leadership that could increase levels of external customer satisfaction. The results are in. They did.
University of Chicago Hospitals (UCH)
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Urban hospital system achieves dramatic reduction in employee turnover
UCH wanted to create a new vision that would help build a culture where employee pride and loyalty could flourish, and where its workforce could prepare the future. This vision would require breaking away from one-time training events with a limited focus on compliance to introduce continuous learning within the organization. It was Disney Institute which helped introduce to UCH the changes they desired. "It's always a challenge to keep the learning fresh," says Judy Schueler, Executive Director of the UCH Academy. "That's one reason why our partnership with Disney Institute is so important. By sending our star team leaders and team members there, we recognize them for their current contributions and we invest in them for their future with UCH."
Women and Infants Hospital
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Creating and Sustaining a focused culture of caring
After a labor dispute caused a rift between union and management staff, it was time to bring the two factions together and to return the focus where it should be: the care of patients and their families. It would be a long journey, but it would be made easier with the help of Disney Institute. Following long-term attendance in a variety of programs, the Disney approaches to quality service, people management, and leadership were adapted. The result? Customer satisfaction scores that once hovered near the 60th percentile reached the high 90s, employee turnover rates fell, and the hospital that has served Rhode Island since 1874 was recognized by U.S. News & World Report as one of America's best.
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| Date: |
Thursday, September 16, 2010 |
| Time: |
8:30 a.m. - 4:30 p.m. |
| Check-in: |
8:00 a.m. (registration and continental breakfast) |
| Location: |
Valencia
Special Events Center | West Campus, Bldg 8
1800 S. Kirkman Road,
Orlando, FL 32811 |
| Fee: |
Early Registration
$359 per person
before
September 1, 2010 |
Standard Registration
$399 per person
after
September 1, 2010 |
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Registration fee includes: continental breakfast,
luncheon, and workshop materials |
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