CUSTOMER SERVICE

The Naval Aviation Maintenance Program, OPNAVINST 4790.2, describes the Aviation Support Division/Supply Support Center (ASD/SSC) as the single point where material control places requisitions for material requirements. In the Navy, this situation is the same in most cases. There is only one disbursing office, only one personnel office, only one place to get meals, and soon. The customer has no other choice but receive the services provided by the contact point representative.

In this text, we define the customer as anyone for whom a service is provided. The term contact point is the place or location the customer goes to get the service. The contact point representative is the person manning the contact point and providing the service.

RECOGNIZING THE EFFECT OF GOOD/BAD SERVICE

The organization, command, and the Navy is affected by the service provided by the contact point you are supervising. A bad service creates an attitude of resentment in the customer. However, this attitude is directed toward NOT ONLY the person giving poor service but also toward the Navy.

On the other hand, good service is beneficial to the Navy. Good service promotes teamwork, creates a positive attitude, and builds confidence.

Dedicated personnel are the Navy's most valuable asset. Too often, however, some of these personnel leave the naval service because they are dissatisfied and frustrated with the service they received. In such cases, the Navy has lost not only the person but also a considerable training investment.

RECOGNIZING THE NEED OF THE CUSTOMER

The supervisor must understand the need of the customer. This knowledge should be more than just processing requisitions, issuing material, or providing the status of a requisition. Everyone in the Navy has needs and requirements that should be met by the representative of the contact point. Although the type of services needed by the customers differ, the kind of service the customer wants is basically the same. The following text lists some of the customer's needs: l To be regarded as an individual l To be given more attention than a machine l To be treated fairly and equally l To get consideration for his or her time

Navy members requiring the service, as a customer, are persons who must be treated as individuals. The contact point representative should understand that customer's requirements also varies. For example, senior Navy members are more experienced and may not need detailed explanations or advice than junior members. Senior Navy members are aware of the service they are entitled and are less likely to accept poor service. Although all Navy members depend on others to get the service, the need is far greater for new members. These new members have less experience and need all the help they can get.

IMPROVING THE CUSTOMER SERVICE

You should use the self-evaluation check list to identify items requiring improvement in the contact point. You can use the following checklist as a customer or contact point representative. l Do I present a good personal appearance? l Do I thoroughly understand my rating? l Have I organized my work and time so that the most efficient service is rendered?

. Do I maintain up-to-date and complete files or records?

If Am I familiar with the sources of information used at my point of contact?

Do I speak and write clearly and understandably to the best of my ability?

Do I accept responsibility for doing my job?

Do I show consideration for my coworkers by what I say or do?

Do I treat each customer as an individual with an individual need?

Do I treat each customer with equality and fairness?

Do I always give customers the correct information?

Am I considerate of each customer's time so that I do not cause delays or inconvenience?

Does my response to the customer show a willingness to help?

If I were the customer, would I be satisfied with the service I received?

you did not answer yes to each question, you should review those questions carefully and make necessary adjustments to improve yourself.

Physical Aspect

Another way of improving customer service is by evaluating the contact point. Improving the contact point is not the sole responsibility of the supervisor. Management techniques have shown that effective supervisors delegate responsibilities as soon as personnel demonstrate their ability to handle them. This does not lessen the supervisor's responsibility but it frees them from routine matters. It also gives the supervisor more time to complete important matters such as recognizing personnel.

The contact point must accommodate both the representative and the customer. The physical layout must provide maximum efficiency for both representative and the customer. For example, the chairs, desks, labor-saving devices, counter, and traffic pattern must be the factors for considering the layout.

When planning the layout, consider the following factors: l The waiting line should extend away from doorways or passageways.

Provide a table or counter if customers have to fill out forms.

Provide chairs if customers must wait for service.

Provide a measure of privacy when personal information must be obtained.

In a large contact point, provide an initial place of contact to direct customers to the proper representative.

Setting the Tone

The desirable situation is that the atmosphere of the contact point has a positive influence on the representative. You, as the supervisor, exert the greatest amount of influence to the team. It is you that the members look up to as an example to develop their own work habits. You must develop the atmosphere in the contact point that promotes teamwork and the purpose of the service. As these attitudes develop, you will find that they become more and more self-sustaining.

The standards for performance and behavior developed by the team is the combined standards of its members which is acceptable to the supervisor. (NOTE: The supervisor must be familiar with and meet the standards set forth by higher authority.) The team then exerts its influence on each member to meet the standards. Any new members will be aware of the attitude of the team. As the new member develops knowledge and job skills, it is likely that similar attitudes will be accepted and developed.

Molding the Team

In the Navy, all jobs are important. They are all part of the assembly line that accomplishes the mission. The performance of a particular job is important to the worker, the contact point representative. The worker must be able to see some worth in the job to maintain a sense of personal pride. If the worker is convinced that the job has little value, it is a reasonable assumption that the supervisor considered the worker to be of little value.

In some cases, the representative assigned to a job is over qualified You should provide an adequate explanation along with the job assignment to the representative.

Planning job assignments for new members can stimulate initiative. New members should be assigned to a job, which is the first step to increasing responsibility. As the new member becomes proficient, reassign the member to a job that requires higher responsibility.

You must keep communications with the team members open. Although team members should work on their own, they should know that they can come to _{you for answers.} To encourage team members to assume responsibility, the supervisor must be able to recognize ability, set goals, and acknowledge achievement.