Customer-centeredness
Effectiveness and efficiency of operations
A. Internal suppliers are able to measure internal customer satisfaction.
1. Are effective internal customer-supplier relationships supported, and is their creation enabled by communications and training?
2. Are appropriate performance measures established and linked to compensation so everyone focuses on improving internal customer-supplier relationships?
3. Is feedback from the most valuable customers used to allocate resources to improve processes, enhance service, and redesign services?
4. Does four-way communication exist, allowing effective communication from top management downward, from lower levels upward, and communication of customer insights, control, and improvement opportunities across and within processes?
5. Is the quality of the information sharing processes used by cross-functional teams evaluated periodically to ensure relevancy and reliability?
6. Has a process been implemented to gather, analyze, and synthesize the data and information obtained in the day-to-day process of serving the customer?
7. Are internal measures compared to customer satisfaction measures obtained directly from the customer to ensure that internal measures are relevant and reliable?
8. Is customer satisfaction tracked using external resources such as market research and benchmarking programs?
9. Is benchmarking used in conjunction with internal quality measures and information obtained directly from the customer, and not by itself?
10. Is customer satisfaction information shared widely within the University to stimulate change and improve performance?