Customer Service Improvement Project

Background
1. Objectives
  1. Reduce Customer Complaints
  2. Capture more, actionable data
2. Started with a conversation over lunch with management
3. Customers complain too often
4. A trial Lean Six Sigma project was agreed to
5. Disfunction
  1. Processes are not well-defined
  2. No standard process for change control
  3. Processes are not stable/do not work in every market
  4. Priority levels are not established
  5. Knowledge silos (Raul)
  6. Few rewards/recognition given
  7. Lack of buy-in from upper management
  8. Middle management is distrustful
Funding
1. Software
  1. JIRA Core
    1. JIRA Service Desk
    2. Tempo Timesheets
    3. Canned Responses
    4. Insight
  2. Confluence
  3. Dynamics CRM
2. People
  1. Ryan needs a raise
  2. Others will not be required to do more work
3. Savings via efficiency/utilization
Plan
1. 1) Implement Customer Service Desk software
2. 2) Train schedulers to use Service Desk
3. 3) Train organization to use Service Desk
  1. Not difficult, since this is how IT works
4. 4) Make real change based upon objective data
  1. Visibility into issues/work; where our time is being spent?
  2. Identification of star employees/underachievers
  3. Squashing of bottlenecks
Requirements
1. Leadership change
  1. Schedulers should report to Ryan
    1. Experience managing people, and issues
    2. Background in process development and documentation
    3. Willing to be closely involved in development of new processes
    4. Must be involved in the day to day operations of customer service
    5. Must be able to have conversations and immediately make decisions without red tape
  2. Givone should manage the Customer Service Desk
    1. Experience in managing an IT Service Desk
  3. Kirk should only be involved in high priority matters
2. Process change
  1. Current issues process flow
    1. 1) Team Leads, Market Leaders (regional)
    2. 2) Scheduling, HR, Billing, IT (regional)
    3. 3) Executive Leadership (centralized)
      1. Leaders are bogged-down by involvement in all issues
  2. New issues process flow
    1. 1) Customer Service Desk (centralized)
    2. 2) Dedicated Account Manager (regional)
    3. 3) Account Owner (regional)
3. Metrics
  1. Issue/Task Volume
  2. Region/Assignee
  3. Issue Types/Components
  4. Issue relationships/cause-and-effect
  5. Time to first response
  6. Time to resolution
  7. Time in Status
4. Organizational change
  1. Single Point of Contact (SPOC), Issues must flow through Customer Service Desk, like IT issues flow through IT Service Desk
  2. Schedulers must use other tools
    1. JIRA
    2. Atlas
    3. CORE
People
1. Ryan
2. Givone
3. Houston Scheduling Team
4. Kirk
5. Upper Management (stakeholders)
Research
1. Lean Six Sigma Findings
  1. Define Phase
  2. Measure Phase
    1. Lack of useable data
  3. Analyze Phase
    1. Why-Why Analysis
    2. Fishbone Diagram Findings
  4. Identify Phase
    1. Proposed Solutions
  5. Control Phase
2. ITIL
3. Agile
4. Peer Review

Nächster

Customer Service Improvement Project

Beschreibung

Zusammenfassung der Ressource

ähnlicher Inhalt

	Erstellt von Ryan Brooks vor mehr als 7 Jahre