The benefits of Lean and Six Sigma came into light when a project in India brought them together onto the desk of a financial firm. Not only the customer response time was reduced but also the productivity faced a significant boost. Also, the employees attained a firm grasp on the reasons of benefits of methodologies relating to the Six Sigma programs.
A management team after exploring more than 25 issues with critical-to-characteristics finally chose a help desk project to ensure a good customer service. Also, a cross functional team was appointed to checkthe reach of customers to the help desk and the cause of dissatisfaction to the customers. A charge of developing and testing ideas was also given to the same team to reduce the waiting time and improve support system of the firm.
The Customer Time:
Three things were kept to be the main focus for customer satisfaction mainly.
1: What is its importance to close calls? Resolution in general is considered to be more important than responding for a follow up at some time soon. So, response time for the customers must be kept as the first phase of any business.
2: Departments which are nit a part of the project delays the customer response time or the resolving time more often.This reason further caused officials to think about the problem and thus invention of fixes for a fast response time without delays.
3: Different type of calls require different amount of time for resolving, with the average time of around 12 days for each call. The goal was to reduce this time by 85%, means bringing it down to less than 2 days.
The team needed to understand ‘Why’ irrespective of "When" and "What" most basically. Like "What the problem is or when it will be resolved were taken over by why did the problem exist?” for heavily quicker customer support.
Fixation
Leaning the methods was however looked upon for cutting the waiting time after analyzing arrival time, waiting and the time of processing of each call.
After examining these three things in detail, a mapping was done to which the outcome was the confused bulk of communication lines between customers, help desk and customer care operators which is responsible for response time delays .
On the basis of this, an improvement plan was developed:
- Included measuring the average call time.
- Staffers then took care of the backlogs in case of delay over 2 days.
- Calls in queue were answered based on first-in and first out-basis.
- Difficult calls then were swept on a daily basis.
- Special attention calls were handed to the personal assisting team.
- Cause for calls delayed longer than usual was found by another team assigned for the same.
However, for a first few weeks the delays went lower than usual interval but after that the customer response time was reduced by 66 percent. After 5 to 6 weeks, further 85% decrement was observed in the customer responding time. Now, the staff has been handling 250 calls on a daily basis.
"It’s become a lot easier now" is what seems to the firm now.
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