Customer
Spotlight
Customer
Spotlight
 AIRLINE CLIENTS |
| Since 1981,
TMI's Putting People First program has impacted over one hundred
thousand people within the airline industry. As the
largest international training company within the
industry, TMI has impacted twenty-five airlines in over a
dozen countries. |
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| AMERICA
WEST At America West, Putting People First training is being provided to all employees who have direct contact with our customers. The program is designed to empower employees to use their skills to improve service. "Putting People First makes it easier for each of us to take ownership of problems instead of passing the buck," says Kacy Whittenburg, a Customer Service Representative at our San Diego airport operation. "It's really helped me refocus." ANSETT AUSTRALIA After TMI's Putting People First program impact on 11,000 employees, the airline experienced a market share increase of 2% over six months. BRITISH AIRWAYS In 1983, British Airways was forced to make substantial cutbacks. There was a loss of self-esteem and a reputation for poor service prevailed. Aircraft was dirty, staff was unfriendly and morale was low. Customers were deserting in droves and BA acquired the nickname "Bloody Awful." TMI's Putting People First program over four years impacted 36,500 employees. BA moved into profit one year after working with TMI, was voted "Airline of the Year" three years in a row, on-time take-offs and landings went up by 23%, customer complaints went down to .07% from 4%, and absenteeism went down by 15%. As Sir Colin Marshall, Chief Executive of BA, stated, "Many factors have contributed to our success. But the spearhead of our success was the implementation of the Putting People First program. CATHAY PACIFIC AIRWAYS From 1985 to 1991, Cathay Pacific Airways partnered with TMI in Hong Kong. Deputy Managing Director Rod Eddington was committed to taking a positive approach to human resources management through the recognition of people as the company's most valuable asset, and sustaining an ongoing process of developing and reinforcing the skills needed to continually grow new managers and refocus existing ones. To assist in this goal and serve as a tool for appraisal systems, Cathay Pacific brought in TMI's Managing Personal Performance program and time management tool, the Time Manager system. Mr.
Eddington considered TMI's in-house training activities
to be vital on the individual level. And, at an
organizational level, he considered the Putting People
First program and tools to be of great benefit to
enhancing the airline's internal service culture. He saw
TMI's programs contributing to the managerial population
acting as a potential catalyst for positive change on an
individual level.JAL From 1987 to 1989, Japan Airlines' total staff worldwide - some 22,000 people -- participated in TMI's Putting People First program. Japan Airlines chose TMI as a partner to help the faltering national airline when it became a private company in 1987. According to the President, Susumu Yamaji, "What we had to have was an entirely new corporate climate and something to get everyone started on the road to change... we chose TMI to assist us with that mission." KENYA AIRWAYS In 1992, the new Managing Director, Brian Davies, realized that in order to change the market's perception of the airline's service record there would need to be a change of internal culture and attitudes among the 2,700 employees. In 1993, TMI was asked to design and deliver the service program, Building Pride Together. Though the program is still running, the airline has reported that on time performance, a critical factor for all airlines, is now running regularly at over 85%. The other visible indicator of progress is the amount of positive correspondence which passengers are addressing to management. Customer suggestions are already being built into the improvements on product and service, as indeed are the increasing number of suggestions from the staff. LUFTHANSA Over four thousand staff members experienced TMI's Putting People First program during 1989-90 in Germany. Lufthansa executive Wolfgang Herr stated, "We know a number of cases in which improved service to customers can be attribute to the seminars. The programs were received with great satisfaction by the management and participants. Regional
training of TMI's Putting People First program occurred
in the Delhi region comprising India, Bangladesh, Nepal
and Sri Lanka. The program was a part of an overall
service awareness program and a process titled, We Care
Enough resulted in several steps that tightened the
internal customer service relations of the staff.NORTHWEST AIRLINES Northwest Airline's staff in the Asia Pacific region brought in TMI's Putting People First program. The airlines presented its employees with the opportunity to meet their counterparts from other countries and share experiences in customer relations and internal communications. Through this experience, the valuable inter-cultural exchange from eight countries generated ideas that allowed Northwest Airlines to move forward with continued success in the 90's. NORTHWEST AIRLINK In 1988, the Atlanta-based commuter airline was having difficulty maintaining a stable work force. As a young outfit, it had not developed a company culture. In order to change this turnover trend, they brought in TMI and conducted a service program entitled, Tthe People Link. This people-focused service program impacted all 1,000 employees and resulted in enhanced internal communication tools, task force groups, employee recognition program and bottom line results. The most notable sign was a slow-down in attrition; within the pilot group it was reported to be practically zero. SCANDINAVIAN AIRLINES In the late 70s, SAS experienced an $8 million operation loss. Management was weak, service was poor and the target audience was not well-defined. As part of a company-wide restructuring and reorientation, 27,000 employees attended TMI's Putting People First program in 1981. After the program, the airline company went from an $8 million operation loss to a gross profit of $71 million in less than two years and was voted "Airline of the Year" for business travelers. As stated in Service America!, "the Putting People First program was designed to help SAS employees grow as individuals and to fill them with a new, dynamic sense of the organization's purpose." TIME AIR In 1990, during a downturn in the industry and a recession, Time Air committed to a program of quality service seminars using TMI's Performance and Service programs. As they approached their twenty-fifth anniversary, Time Air was expanding its routes in a very depressed economy. The TMI program's impacted over 1,500 employees and resulted in a Quality Service initiative that has helped the company stay committed to maintaining overview and high levels of personal service and quality within the organization. VIRGIN ATLANTIC To improve the internal service of the airline's U.S. operations, the management brought on board TMI and their service program, Putting People First. After assessments were evaluated, over 500 North American employees participated in a two-day event to strengthen the quality of internal communications. The program served as a catalyst for Virgin Atlantic to develop a Service Quality culture within the organization. |
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