Using LEAN Continuous Improvement to Strengthen Contact Centre Performance

Size: px
Start display at page:

Download "Using LEAN Continuous Improvement to Strengthen Contact Centre Performance"

Transcription

1 Part 4 of 4 A 5 Step Process to Now that we have defined the principles, a system model, and waste, we can use LEAN thinking to improve the performance of contact centres. There are 5 steps to this continuous improvement process: 1. Identify the value stream 2. Define the customer value statement 3. Map the value stream 4. Identify Waste 5. Eliminate waste (improve the process) 1. Identify a value stream For the purpose of this practical exercise, we have chosen the X-TEL Touch-tone Menu Map which is an interactive voice response (IVR) hierarchy tree from Hanscom Credit Union (obtained from google search images ). Note: for the purposes of value stream mapping, we have defined the main call queues in a contact centre as value streams. The 5 main call queues in this IVR tree are 1-1-1, 1-1-2, 1-1-3, 1-1-4, and as shown in figure 4-1 below. Figure 4-1 Hanson Credit Union IVR hierarchy tree In order to identify which value stream (call queue) to choose for assessment, determine which call queue most closely matches the following characteristics: 1. Lowest customer satisfaction rating 2013 MasterKey Business Solutions Inc. 1

2 1. Lowest customer satisfaction rating 2. Highest demand (call volume) 3. Highest variability (most inconsistent) 4. Highest number of call handling errors being made 5. The longest AHT (Average Handling Time) 6. Lowest employee satisfaction rating TOTAL Rank Using LEAN Continuous Improvement to 2. Highest demand (call 1 volume) 3. Highest variability (most inconsistent) 4. Highest number (or ratio) of call handling errors being made 5. The longest AHT 2 (Average Handling Time) 6. Lowest employee satisfaction rating Table 4-2 provides an example of a matrix to help you select the call queue to assess for continuous improvement. Negative Attributes Queue total Table 4-2 Value stream identification matrix Based on the six criteria in the table above, value stream (call queue) scored the lowest; this makes it the best candidate for a value stream map, performance assessment, and continuous improvement. Note while it is a good idea to focus on the lowest performing call queue, don t get caught up over-processing this analysis. A quick assessment using this technique will usually identify the highest value candidates for continuous improvement. 2. Define the customer value statement All of LEAN Thinking is based on the most important principle understanding the needs of the customer and delivering to their needs. True customer value should not be biased by internal operations, limitations of resources, or internal preferences. Customer Value must be defined with absolute, indisputable measures, and then improved (continuously). LEAN thinking offers many tools to define customer value. Some examples include VOCT (Voice of the Customer Tables), QFD (Quality Function Deployment), CTQ (Critical to Quality), and the Kano Model. All of these methodologies are described in general on the internet using google search, so we will not go into further detail in this white paper. 1 Call may also refer to other forms of contact including s, fax, chats, and social media. 2 AHT Average Handling Time 2013 MasterKey Business Solutions Inc. 2

3 A simple model for defining customer value is to answer the Five W s (Who, What, Why, When and Where?) with measureable data as follows: 1. Who is the customer? If retail, define the person s name and any other defining features. If commercial, the company s name, branch, and contact information 2. What do they value? Product or service details. Product or service attributes- durability, reliability, information, etc. Turnaround time what are their expectations? In a contact centre, average handling time is an important metric. What are the customer s expectations with respect to call turn-around time and mean time to deliver service (MTDS)? Price are they looking for low cost, or are they willing to pay a little more for certain attributes? 3. Why do they value what they value? There is a LEAN tool called the 5 Why s. This technique allows you to probe into the reasons for their needs. For instance, a consumer might want more reliability in a product because the previous one was not reliable. Or, maybe safety is a concern because of the application of the product. Or, maybe a more reliable service is required for your customer to make commitments to their customers. Probing deeper using the 5 Why s technique will help to better understand their needs. 4. When do they need value? Sometimes customers need their product or service right away, other times this is not the case. Sometimes the customer might be willing to wait if it might save them money. 5. Where do they need value? Where might apply to where they purchase the product or service. It might also determine where they use the product or service. For instance, if a customer purchased a web-based application that they only use when travelling on the road, this might open up an opportunity to also sell them a cell phone data service plan because WiFi is often readily available (or free). Using 5 W s is one of many simple methods to define and quantify customer value. With this information, we can now map the value stream. 3. Map the value stream Value stream mapping is a series (sequence) of steps or process that produces a product or service that creates value for the customer. Figure 4-3 shows an example of a contact centre value stream map MasterKey Business Solutions Inc. 3

4 Figure 4-3 Value stream map for a Contact Centre 3 The value stream starts with the customer calling the contact centre (usually a number) and terminates in a call queue after being routed through their IVR selection. Each call in this queue goes follows a similar process including opening, validation, probing (questions to determine source of query), understand issue, resolution (or transfer/escalation), and closing. Unlike manufacturing, value streams for contact centres are highly interactive, involving the customer at each step of the process. While each call is a unique request, techniques can be used to tag or group types of calls to improve overall contact centre flow, effectiveness and efficiency. For instance, if there are numerous calls requesting more information from a web site query, a contact centre may want to provide more information on the web site to reduce call volumes. Then again, this might be a strategy to make contact with customers to sell them a service, or bundle additional services with their current offering. Note the yellow triangles with the letter I represents information flow between the customer service agent and computer systems. This simple value stream map also tracks whether the time taken to complete each step is value added, or non-value added. Anything that is deemed non-value added is an opportunity for performance improvement and is discussed in the next section. Note detailed value stream mapping can and should also involve the following for each step of the process to ensure all wastes are uncovered: o Time to complete each step (including minimum, maximum, and average) o Internal suppliers and inputs (from the previous step) o Internal customers and outputs (from the current step) o Issues (arising from each step) 3 Source Tech Mahindra white paper (2011) entitled A Lean approach in improving the performance of a Service Contact Centre MasterKey Business Solutions Inc. 4

5 Transportation (transfers) Inventory Motion Waiting Overproduction Over-Processing Defects Staff Utilization Safety (Stress) Using LEAN Continuous Improvement to o o Opportunities (brainstorming ideas to improve the process) A review of the 9 wastes at each step to validate optimal performance 4. Identify waste In the previous example, numerous wastes were uncovered; Figure 4-4 highlights and categorizes these wastes using the T-I-M-W-O-O-D-S-S model. Waste Description Long Call Scripts Long opening, empathy, paraphrasing, closing scripts Unstructured Scripts Ineffective scripts used increasing customer interruption/ argument Irrelevant Probing Questions not pertaining to the issue Repeated Customer Customer interrupts when all the required Interaction/ Interruption info not given at a single instance Repetition of Associate Same questions repeatedly asked by the Queries associates and the Customer Dead Air Situation when both Customer and associate not conversing to each other Hold Time Placing the call on hold Transfer Time Transfer time to another queue or escalation Unnecessary Customer Validation Lack of Multitasking Search Time On Computer Systems Customer validation done even when not required Multitasking in terms of usage of tools on computer and talking to the customer at the same time Navigation time on the systems finding difficult to search the information Source - Tech Mahindra White Paper (2011). Figure 4-3 Waste discovered in a Contact Centre 4 5. Eliminate waste Once all the wastes are identified, they can be prioritized in order of importance by using a value graph as shown in the figure to the right. A value graph is a simple tool to use, and it is very effective as it promotes team building to prioritize issues (waste). All wastes identified in the previous step, are placed on post-it notes, and are positioned on the value graph based on two parameters: 1. The perceived effort required to eliminate the waste, and 2. The perceived benefit obtained by eliminating the waste. 4 Source Tech Mahindra white paper (2011) entitled A Lean approach in improving the performance of a Service Contact Centre MasterKey Business Solutions Inc. 5

6 There are four types of issues resulting from this process: 1. Gems high value achieved with low effort; these issues should be acted upon first. 2. Quick hits these issues require low effort and can usually be added on to daily tasks until completed. Note, although each individual issue might not yield high value, keep in mind that resolving many issues of this type might achieve noticeable continuous improvement. 3. Strategic these issues require more effort, but would result in substantial value. More advanced analysis and problem solving tools are usually required here; three common tools are, root cause (fishbone) diagram, 5 Why s, and Poka Yoke (Mistake Proofing). Note information on these and other tools can be found on the Lean Enterprise Institute 4. Do not do - although there may be an opportunity for some improvement, the amount of effort does not warrant time on resolving these issues. Note if all other issues in the other 3 columns are resolved, or cannot be improved further, then sometimes issues in this category are re-examined to see if there is potential for continuous improvement. Once all issues are categorized, the problem solving process begins, starting with gems, then quick hits, and then strategic issues. While gems and quick hits can usually be assigned to someone or resolved in a short meeting, strategic issues require a more structured project charter and focus team. Rapid Continuous Improvement events (called Kaizen Events) are often conducted to resolve these types of problems. Conclusion While contact centres continue to evolve their operating structure and processes, there is an opportunity to accelerate performance by adopting Lean Thinking as a continuous improvement methodology. Even though Lean Thinking originated in manufacturing circles, the principles, concepts, methods and tools apply directly to contact centres as well. Lean Thinking can create substantial improvements to contact centres by: More accurately defining the voice of the customer Defining and streamlining processes Identifying and eliminating waste Engaging and empowering employees to solve problems By adopting Lean thinking, contact centres will enjoy the following benefits: Enhanced customer experience (increased customer value) Laser focused services and reduced service defects (and escalations) Faster turnaround time for customers (shorter wait times, fewer transfers, and overall reduced average handling time) Increased operational capacity, productivity, and reduced operating costs Employees that are more engaged, motivated, and satisfied We hope this white paper provides some useful insight to strengthen your contact centre performance by employing LEAN Thinking MasterKey Business Solutions Inc. 6

Process Improvement Program Project Process

Process Improvement Program Project Process Process Improvement Program Project Process 1 P a g e 12/3/2014 The Process Improvement Program is part of the City of Fort Lauderdale s FL 2 STAT Approach to Exponential Improvement. Its objective is

More information

Operational Excellence using Lean Six Sigma Amit Dasgupta

Operational Excellence using Lean Six Sigma Amit Dasgupta Operational Excellence using Lean Six Sigma Amit Dasgupta Amit Dasgupta 1 Contents Introduction to Operational Excellence Deployment Practice Our Services Amit Dasgupta 2 Operational Excellence using Lean

More information

Lean Healthcare Metrics Guide

Lean Healthcare Metrics Guide Lean Healthcare Metrics Guide Lean Metrics Guide Page 1 This Lean Metrics Guide is a resource to help organizations understand and select metrics to support their implementation of Lean and Six Sigma two

More information

Body of Knowledge for Six Sigma Lean Sensei

Body of Knowledge for Six Sigma Lean Sensei Body of Knowledge for Six Sigma Lean Sensei What to Prepare For: The following is the Lean Six Sigma Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and prepare

More information

A Win Win Approach to Supplier Management in Manufacturing. Emergence of Lean Supplier Management

A Win Win Approach to Supplier Management in Manufacturing. Emergence of Lean Supplier Management A Win Win Approach to Supplier Management in Manufacturing Emergence of Lean Supplier Management Eva Cherry 6/1/2006 2006-01-3132 A Win-Win Approach to Supplier Management in Manufacturing Copyright 2006

More information

Lean Silver Certification Blueprint

Lean Silver Certification Blueprint The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types

More information

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes

More information

Lean Six Sigma Black Belt Body of Knowledge

Lean Six Sigma Black Belt Body of Knowledge General Lean Six Sigma Defined UN Describe Nature and purpose of Lean Six Sigma Integration of Lean and Six Sigma UN Compare and contrast focus and approaches (Process Velocity and Quality) Y=f(X) Input

More information

Ensuring Reliability in Lean New Product Development. John J. Paschkewitz, P.E., CRE

Ensuring Reliability in Lean New Product Development. John J. Paschkewitz, P.E., CRE Ensuring Reliability in Lean New Product Development John J. Paschkewitz, P.E., CRE Overview Introduction and Definitions Part 1: Lean Product Development Lean vs. Traditional Product Development Key Elements

More information

Overview of Lean at URMC

Overview of Lean at URMC Overview of Lean at URMC Agenda Introduction to Lean at URMC Strategy for Lean at URMC Understanding Waste Introduction to Tools & Techniques 1 Healthcare, As It Is Currently Delivered in The US, is Unsustainable

More information

OMNICHANNEL CUSTOMER SERVICE

OMNICHANNEL CUSTOMER SERVICE OMNICHANNEL CUSTOMER SERVICE BEST PRACTICES IN CREATING MEMORABLE OMNICHANNEL CUSTOMER EXPERIENCES Is your contact center prepared to deliver omnichannel customer service? Are you aware of the dangers

More information

Body of Knowledge for Six Sigma Green Belt

Body of Knowledge for Six Sigma Green Belt Body of Knowledge for Six Sigma Green Belt What to Prepare For: The following is the Six Sigma Green Belt Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and

More information

Business Process Services. White Paper. Automating Email Management: Managing Workflow Effectively

Business Process Services. White Paper. Automating Email Management: Managing Workflow Effectively Business Process Services White Paper Automating Email Management: Managing Workflow Effectively About the Authors Deva Latha S. Assistant Consultant Deva Latha has over nine years of experience in Business

More information

times, lower costs, improved quality, and increased customer satisfaction. ABSTRACT

times, lower costs, improved quality, and increased customer satisfaction. ABSTRACT Simulation of Lean Assembly Line for High Volume Manufacturing Hank Czarnecki and Nicholas Loyd Center for Automation and Robotics University of Alabama in Huntsville Huntsville, Alabama 35899 (256) 520-5326;

More information

Project Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator

Project Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator Project Management for Process Improvement Efforts Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator 2 Project and Process Due to the nature of continuous improvement, improvement

More information

Lean Test Management. Ban Waste,Gain Efficiency. Bob van de Burgt Professional Testing

Lean Test Management. Ban Waste,Gain Efficiency. Bob van de Burgt Professional Testing Lean Test Management Ban Waste,Gain Efficiency Bob van de Burgt Professional Testing 1 I will show you differently! 2 Agenda - Lean Manufacturing - Lean Six Sigma - Roadmap to Lean Test Management - Conclusions

More information

Lean Six Sigma Master Black Belt Certification Programme (MBB 08)

Lean Six Sigma Master Black Belt Certification Programme (MBB 08) Lean Six Sigma Master Black Belt Certification Programme (MBB 08) DURING APRIL - MAY 2015 (12 days) Conducted by: SQC & OR Unit, Mumbai Indian Statistical Institute, Room No 320, 3rd Floor Old C G O Building

More information

E Source Multichannel Metrics Survey 2012

E Source Multichannel Metrics Survey 2012 E Source Multichannel s Survey 2012 Instructions Fill in only the fields highlighted in blue; the yellow fields will automatically populate with the calculated s. In the "Number" column please use numerals;

More information

LEAN TECHNIQUES. Some of Our Lean Courses: --How to Implement Lean in Small Companies --Flow control/management

LEAN TECHNIQUES. Some of Our Lean Courses: --How to Implement Lean in Small Companies --Flow control/management One Sunny Hill, Oxford, MA 01540 Phone: 1-877-987-3801 Email: info@qpsinc.com LEAN TECHNIQUES ARE YOU LOOKING TO LEAD THE INDUSTRY? For Manufacturing or Service Does your company: - Have adequate profitability

More information

Study of Productivity Improvement Using Lean Six Sigma Methodology

Study of Productivity Improvement Using Lean Six Sigma Methodology International Review of Applied Engineering Research. ISSN 2248-9967 Volume 4, Number 1 (2014), pp. 33-38 Research India Publications http://www.ripublication.com/iraer.htm Study of Productivity Improvement

More information

Lean Six Sigma Black Belt-EngineRoom

Lean Six Sigma Black Belt-EngineRoom Lean Six Sigma Black Belt-EngineRoom Course Content and Outline Total Estimated Hours: 140.65 *Course includes choice of software: EngineRoom (included for free), Minitab (must purchase separately) or

More information

Lean Manufacturing and Six Sigma

Lean Manufacturing and Six Sigma Lean Manufacturing and Six Sigma Research Questions What have we done in the past? What must we do in the future? How do we know these are the correct actions? 1 Lean Definitions Key concepts of lean:

More information

Lean Six Sigma Analyze Phase Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY

Lean Six Sigma Analyze Phase Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online

More information

AOL Broadband. Jim O Neill, FIIE,MBA Senior Manager, Customer Process Improvement

AOL Broadband. Jim O Neill, FIIE,MBA Senior Manager, Customer Process Improvement AOL Broadband Implementing Lean Thinking in an International Call Centre Jim O Neill, FIIE,MBA Senior Manager, Customer Process Improvement Profile Currently, Senior Manager, Customer Process Improvement

More information

Learning Objectives Lean Six Sigma Black Belt Course

Learning Objectives Lean Six Sigma Black Belt Course Learning Objectives Lean Six Sigma Black Belt Course The overarching learning objective of this course is to develop a comprehensive set of skills that will allow you to function effectively as a Six Sigma

More information

Its all about the Customer Experience CX

Its all about the Customer Experience CX Its all about the Customer Experience CX A Good IVR Delivers a Great CX Knows who you are Caters to your preferences Anticipates your needs Respects your time Serves you quickly! 2 People Don t Hate Automation

More information

for Information Technology

for Information Technology Lean Management Principles for Information Technology Gerhard J. Plenert CRC Press Taylor & Francis Croup Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Croup, an Informs business

More information

Lunch and Learn The Best of Lean Visual Tools for the Holidays Tools and Techniques for Eliminating Waste and Streamlining Processes

Lunch and Learn The Best of Lean Visual Tools for the Holidays Tools and Techniques for Eliminating Waste and Streamlining Processes Lunch and Learn The Best of Lean Visual Tools for the Holidays Tools and Techniques for Eliminating Waste and Streamlining Processes Rebecca Altenhoff and Shelly Lizotte 1 Core Competencies Business Consulting

More information

VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS. Ganesh S Thummala. A Research Paper. Submitted in Partial Fulfillment of the

VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS. Ganesh S Thummala. A Research Paper. Submitted in Partial Fulfillment of the VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS by Ganesh S Thummala A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree In Management Technology

More information

Lean concepts and principles have the potential to improve operational efficiency, reduce costs and increase profits.

Lean concepts and principles have the potential to improve operational efficiency, reduce costs and increase profits. Lean Methods & Asset Tracking Lean concepts and principles have the potential to improve operational efficiency, reduce costs and increase profits. How can you achieve these potential benefits by better

More information

THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT

THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT 2014 by Bill Wortman - All rights reserved SECTION II SIX SIGMA FUNDAMENTALS - SAMPLE QUESTIONS 2.1. The DPMO for a process is 860. What is the approximate six

More information

Continuous Improvement Toolkit

Continuous Improvement Toolkit Continuous Improvement Toolkit Mind Mapping Managing Risk PDPC Pros and Cons Importance-Urgency Mapping RACI Matrix Stakeholder Analysis FMEA RAID Logs Break-even Analysis Cost Benefit Analysis PEST PERT/CPM

More information

Getting Started with Lean Process Management

Getting Started with Lean Process Management Getting Started with Lean Process Management Hi-Tec Exchange Conference San Francisco July 25, 2011 Missions To team with Organizational Leaders, Managers, & Employees to focus on customers & improve competitiveness,

More information

Design for Six Sigma +Lean Toolset

Design for Six Sigma +Lean Toolset Stephan Lunau (Ed.) Christian Staudter Jens-Peter Mollenhauer Renata Meran Olin Roenpage Clemens von Hugo Alexis Hamalides Design for Six Sigma +Lean Toolset Implementing Innovations Successfully 4y Springer

More information

BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY

BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY Author: Jason A. Coons, Program Manager, TechSolve Abstract Lean is an extremely powerful tool in identifying and eliminating waste. The

More information

How to use Text Mining in Social and CRM to Improve Quality Control and Save Money

How to use Text Mining in Social and CRM to Improve Quality Control and Save Money How to use Text Mining in Social and CRM to Improve Quality Control and Save Money Olle Hagelin Field Data Mgmt Sony Mobile Communications Olle Hagelin 20+ years within Mobile Industry 10 years working

More information

Lean Six Sigma Lean 201 Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY

Lean Six Sigma Lean 201 Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online

More information

How Lean Six Sigma can Change Higher Education. Norma Simons Performance Innovation LLC Secretary ASQ Education Division

How Lean Six Sigma can Change Higher Education. Norma Simons Performance Innovation LLC Secretary ASQ Education Division How Lean Six Sigma can Change Higher Education Norma Simons Performance Innovation LLC Secretary ASQ Education Division Learning Outcomes Understand the value of project selection Identify the parameters

More information

BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT

BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT The topics in this Body of Knowledge include additional detail in the form of subtext explanations and the cognitive level at which test questions will

More information

What really drives customer satisfaction during the insurance claims process?

What really drives customer satisfaction during the insurance claims process? Research report: What really drives customer satisfaction during the insurance claims process? TeleTech research quantifies the importance of acting in customers best interests when customers file a property

More information

Re-Engineering Lean Care Management and Automation in a Value-Based World

Re-Engineering Lean Care Management and Automation in a Value-Based World Re-Engineering Lean Care Management and Automation in a Value-Based World Jerry Green Kristy Sanders March 30, 2016 Housekeeping 1. Using the control panel Use the control panel on the right side of your

More information

Lean IT Foundation Syllabus

Lean IT Foundation Syllabus Lean IT Foundation Syllabus December 2015 - Version 1.06 1 Introduction Lean IT Foundation helps IT organizations to ensure that they provide their customers with the best possible services. Through understanding

More information

Lean Sigma Tools in the Hiring Process

Lean Sigma Tools in the Hiring Process Lean Sigma Tools in the Hiring Process Executive Summary Talent Acquisition today as an activity fraught with risks Did we hire the right person, the right skills, the right fit?- and has the maximum impact

More information

Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement

Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement PREPRINT Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement Robert B. Pojasek Pojasek & Associates, Boston, USA This paper will be published as a featured column

More information

FCR The Driver of All Other Metrics

FCR The Driver of All Other Metrics 1 At SQM, we measure all major voice of the customer (VoC) metrics, such as customer satisfaction (Csat), ease of effort, net promoter score (NPS) and word of mouth index (WoMI). SQM also measures moments

More information

Metrics-Based Process Mapping (MBPM)

Metrics-Based Process Mapping (MBPM) Metrics-Based Process Mapping (MBPM) ASQ Lean Six Sigma Conference March 2, 2009 Company LOGO Learning Objectives The difference between a value stream map and a metrics-based process map. Key time and

More information

Leading Continuous Improvement in Established Agile Organizations

Leading Continuous Improvement in Established Agile Organizations Leading Continuous Improvement in Established Agile Organizations Level Set What s the state of agile methods in your organization? Level Set What s the state of agile methods in your organization? Do

More information

BQF Lean Certification Process

BQF Lean Certification Process BQF Lean Certification Process Overview The CI/Lean Certification process provides for four levels of BQF certification. These are: BQF CI/Lean Associate; BQF CI/Lean Practitioner; BQF CI/Lean Advanced

More information

KPMG Lean Six Sigma The right place and the right time is here and now

KPMG Lean Six Sigma The right place and the right time is here and now KPMG Lean Six Sigma The right place and the right time is here and now Introduction In today s competitive business environment, there is much more emphasis on lean management, high quality, zero waste

More information

Lean Manufacturing: Part 1. Charles Theisen, CPIM, CIRM. Lean Manufacturing Part 1

Lean Manufacturing: Part 1. Charles Theisen, CPIM, CIRM. Lean Manufacturing Part 1 Lean Manufacturing Part 1 2013 ProcessPro, the ProcessPro logos, and the ProcessPro product and service names mentioned herein are registered trademarks or trademarks of Blaschko Computers, Inc. d.b.a.

More information

Lean Overview. Larry Cote President, Lean Advisors, Inc. Presented by: Copyright 2014 Lean Advisors, Inc.

Lean Overview. Larry Cote President, Lean Advisors, Inc. Presented by: Copyright 2014 Lean Advisors, Inc. Lean Overview Presented by: Larry Cote President, Lean Advisors, Inc. Copyright 2014 Lean Advisors, Inc. Lean Overview Agenda Overview of Lean Lean Methodology/Approach Challenges of Lean Red Flags of

More information

Certified Six Sigma Yellow Belt

Certified Six Sigma Yellow Belt Certified Six Sigma Yellow Belt Quality excellence to enhance your career and boost your organization s bottom line asq.org/cert The Global Voice of Quality TM Certification from ASQ is considered a mark

More information

Universally Accepted Lean Six Sigma Body of Knowledge for Green Belts

Universally Accepted Lean Six Sigma Body of Knowledge for Green Belts Universally Accepted Lean Six Sigma Body of Knowledge for Green Belts The IASSC Certified Green Belt Exam was developed and constructed based on the topics within the body of knowledge listed here. Questions

More information

Visual IVR A Win-Win Solution for the Company and the Customer

Visual IVR A Win-Win Solution for the Company and the Customer Visual IVR A Win-Win Solution for the Company and the Customer Customer Service. Simplified. Visual IVR A Win-Win Solution for the Company and the Customer The current IVR frustration You have invested

More information

Performance Excellence Process

Performance Excellence Process Performance Excellence Process The Performance Excellence Process is a resultsoriented, long-term approach to the way government does business It uses several best practice methodologies, including Strategy

More information

Copyright 2010-2011 PEOPLECERT Int. Ltd and IASSC

Copyright 2010-2011 PEOPLECERT Int. Ltd and IASSC PEOPLECERT - Personnel Certification Body 3 Korai st., 105 64 Athens, Greece, Tel.: +30 210 372 9100, Fax: +30 210 372 9101, e-mail: info@peoplecert.org, www.peoplecert.org Copyright 2010-2011 PEOPLECERT

More information

In today s economic environment many companies are turning to

In today s economic environment many companies are turning to 6 IOMA BROADCASTER March April 2009 Improving Customer Satisfaction with Lean Six Sigma By Hermann Miskelly Director of Quality and Six Sigma Master Blackbelt Matheson Tri-Gas, Inc., Irving, TX In today

More information

Being Smart: The Road to Improving the Customer Experience While

Being Smart: The Road to Improving the Customer Experience While TECHNOLOGY Being Smart: The Road to Improving the Customer Experience While A Logitech W H I T E PA P E R Being Smart: The Road to Improving the Customer Experience while Increasing Efficiency SUCCESS

More information

Business Case for Smart Care Software Product Portfolio

Business Case for Smart Care Software Product Portfolio Business Case for Smart Care Software Product Portfolio Contents Company Overview... 3 Growing Challenges with Mobile Device Support... 3 Solution... 4 Privacy and Security... 6 Financial Benefits... 7

More information

Making the Business Case for Unifying Channels

Making the Business Case for Unifying Channels Whitepaper Making the Business Case for Unifying Channels in Financial Services Your Customer Experience Management Strategy is Only as Strong as Your Weakest Channel Table of Contents Today s Retail Banking

More information

Maintaining a Competitive Edge with Interaction Analysis

Maintaining a Competitive Edge with Interaction Analysis Explore Maintaining a Competitive Edge with Interaction Analysis Winner of the Frost & Sullivan 2007 Product Innovation Award Autonomy etalk White Paper Maintaining a Competitive Edge with Interaction

More information

How to Build a Service Management Hub for Digital Service Innovation

How to Build a Service Management Hub for Digital Service Innovation solution white paper How to Build a Service Management Hub for Digital Service Innovation Empower IT and business agility by taking ITSM to the cloud Table of Contents 1 EXECUTIVE SUMMARY The Mission:

More information

Experience Trumps All. Leveraging the Top Trends in Customer Service

Experience Trumps All. Leveraging the Top Trends in Customer Service Experience Trumps All Leveraging the Top Trends in Customer Service Table of Contents 03 The Changing Landscape of Omnichannel Service 05 Trend 1 The Social Media Explosion 07 Trend 2 Device Hopping 09

More information

Using the Lean Model for Performance Improvement

Using the Lean Model for Performance Improvement Using the Lean Model for Performance Improvement Presented by Content Expert: Cindy Mand Director, Lean Enterprise BloodCenter of Wisconsin, Milwaukee, WI Learning Objectives 1. History of Lean and it

More information

Recruiterpowered by CloudCords

Recruiterpowered by CloudCords Recruiterpowered by CloudCords Improve Quality of Hire Reduce Turnover with Higher Job Satisfaction Increase Speed of Hire Increase Revenue and Cost Savings How are We Different? Configure custom recruiting

More information

Implementation of Best Practices in Environmental Cleaning using LEAN Methodology. Tom Clancey and Amanda Bjorn

Implementation of Best Practices in Environmental Cleaning using LEAN Methodology. Tom Clancey and Amanda Bjorn Implementation of Best Practices in Environmental Cleaning using LEAN Methodology Tom Clancey and Amanda Bjorn Why Change? How What is LEAN? Lean is a set of concepts, principles and tools used to create

More information

Lean Thinking Part I

Lean Thinking Part I Lean Thinking Part I Learning Objectives At the end of this module, you will be able to: Describe the elements of a process Draw a process map Explain what constitutes value in a process List the five

More information

WHITE PAPER. The Five Fundamentals of a Successful FCR Program

WHITE PAPER. The Five Fundamentals of a Successful FCR Program The Five Fundamentals of a Successful FCR Program April 2012 Executive Summary Industry analysts agree that First Contact Resolution (FCR) is the best way to measure the effectiveness of your contact center.

More information

WHITE PAPER. The Lean Workforce. Applying Lean principles to improve workforce management

WHITE PAPER. The Lean Workforce. Applying Lean principles to improve workforce management WHITE PAPER The Lean Workforce Applying Lean principles to improve workforce management Lean Enterprise A business system for organizing and managing product development, operations, suppliers, and customer

More information

LEAN 101 CRASH COURSE. Presented by Jacob McKenna and Seaver Woolfok

LEAN 101 CRASH COURSE. Presented by Jacob McKenna and Seaver Woolfok LEAN 101 CRASH COURSE Presented by Jacob McKenna and Seaver Woolfok Introductions Name Company Position Expectations Favorite Movie Instructors Background: Jacob McKenna has been involved with Lean manufacturing

More information

Building the Business Case for BPM Automation in Process Manufacturing

Building the Business Case for BPM Automation in Process Manufacturing Building the Business Case for BPM Automation in Process Manufacturing Business process management automation streamlines your enterprise, strengthens your ERP solution and dramatically lowers costs. If

More information

White Paper. Process Improvement

White Paper. Process Improvement Process Improvement A process is a series of standard actions, tools or techniques that are applied to transform the inputs to the process into outputs. Some processes are flexible (eg, record identified

More information

Cisco WebView Reporting

Cisco WebView Reporting Data Sheet Cisco WebView Reporting Improving customer service in a resource-efficient manner is critical to the success of any contact center. To produce such operational excellence in their facilities,

More information

Delivering successful Interactive Voice Response (IVR)

Delivering successful Interactive Voice Response (IVR) Delivering successful Interactive Voice Response (IVR) Your customer s telephone journey starts as they dial. INTRODUCTION If you ve been focusing primarily on multichannel, you may have missed refreshing

More information

Using Lean Six Sigma to Accelerate

Using Lean Six Sigma to Accelerate Using Lean Six Sigma to Accelerate CMMI Implementation Briefers: Diane A. Glaser Michael D. Barnett US Army LCMC SEC CMMI Coordinator Communication Software ASQ SSGB Engineering Support Division MTC Technologies,

More information

ITSM Process Description

ITSM Process Description ITSM Process Description Office of Information Technology Incident Management 1 Table of Contents Table of Contents 1. Introduction 2. Incident Management Goals, Objectives, CSFs and KPIs 3. Incident Management

More information

Intelligence in Action: Business Benefits of a Smart Agent Desktop

Intelligence in Action: Business Benefits of a Smart Agent Desktop Intelligence in Action: Business Benefits of a Smart Agent Desktop Reducing agent effort and improving productivity An Ovum White Paper sponsored by INTRODUCTION Customers are rapidly adopting SMS, email

More information

Improve Profitability by Improving Processes. Presented by: Frank D. Cohen, MBB, MPA Senior Analyst MIT Solutions, Inc.

Improve Profitability by Improving Processes. Presented by: Frank D. Cohen, MBB, MPA Senior Analyst MIT Solutions, Inc. Improve Profitability by Improving Processes Presented by: Frank D. Cohen, MBB, MPA Senior Analyst MIT Solutions, Inc. 1 Why Have a Standard? Create efficiencies and lower administrative costs Reduce angst

More information

Table of Contents. Glossary. Copyright OpenSourceSixSigma.com. OSSS LSS Yellow Belt Manual

Table of Contents. Glossary. Copyright OpenSourceSixSigma.com. OSSS LSS Yellow Belt Manual Table of Contents Page Define Phase Understanding Six Sigma.... 1....... 22 Selecting Projects.... 42 Elements of Waste... 64 Wrap Up and Action Items. 77 Measure Phase Welcome to Measure......83 Process

More information

Sustainability and Lean Six Sigma

Sustainability and Lean Six Sigma Sustainability and Lean Six Sigma 22 March 2006 Antonia Giardina Assistant Secretary of the Army for Installations & Environment antonia.giardina@us.army.mil Overview Lean Lean Six Sigma (LSS) Overview

More information

Getting What You Pay For? - Total Cost of Ownership Model

Getting What You Pay For? - Total Cost of Ownership Model Getting What You Pay For? - Total Cost of Ownership Model Sandra Barkman, C.P.M., Procurement Agent The University of Michigan 734/615-5961; sbarkman@umich.edu Bryon S. Marks, MBA, Global Supply Chain

More information

Course Overview Lean Six Sigma Green Belt

Course Overview Lean Six Sigma Green Belt Course Overview Lean Six Sigma Green Belt Summary and Objectives This Six Sigma Green Belt course is comprised of 11 separate sessions. Each session is a collection of related lessons and includes an interactive

More information

Business Process Optimization w/ Innovative Results

Business Process Optimization w/ Innovative Results Business Process Optimization w/ Innovative Results Sam DiSalvatore Introduction The principle of continuous process improvement is based on the belief that even excellent products and services can be

More information

CORPORATE INFORMATION AND TECHNOLOGY STRATEGY

CORPORATE INFORMATION AND TECHNOLOGY STRATEGY Version 1.1 CORPORATE INFORMATION AND TECHNOLOGY STRATEGY The City of Edmonton s Information and Technology Plan, 2013-2016 Bringing the Ways to Life through Information and Technology June 2013 2 Copyright

More information

Customer Service Experiences

Customer Service Experiences Customer Service Experiences Survey Customer Service. Simplified. Customer Service Impact Jacada s purpose as a veteran leader in the customer service industry for the last 20 years has been to innovate

More information

BEST PRACTICES FOR A SEAMLESS OMNICHANNEL CUSTOMER EXPERIENCE ebook

BEST PRACTICES FOR A SEAMLESS OMNICHANNEL CUSTOMER EXPERIENCE ebook BEST PRACTICES FOR A SEAMLESS OMNICHANNEL CUSTOMER EXPERIENCE ebook BEST PRACTICES FOR A SEAMLESS OMNICHANNEL CUSTOMER EXPERIENCE It s natural to start designing an omnichannel customer experience (CX)

More information

Customer Experience Strategy and Program Progress Report January to December 2015 (D16/9882)

Customer Experience Strategy and Program Progress Report January to December 2015 (D16/9882) INFORMATION REPORT COUNCIL 26 February 2016 Organisational Services & Excellence Customer Experience Strategy and Program Progress Report January to December 2015 (D16/9882) Background In July 2014, Council

More information

Purchasing Success for the Service Sector: Using Lean & Six Sigma.

Purchasing Success for the Service Sector: Using Lean & Six Sigma. Purchasing Success for the Service Sector: Using Lean & Six Sigma. Gurpreet Singh Khurana, MBA, C.P.M., Lean Six Sigma Green Belt Process Improvement Director, AmeriHealth Mercy Family of Companies gurpreet.khurana@amerihealthmercy.com

More information

LEAN Office & Business Processes Participant Handout Value Stream Mapping

LEAN Office & Business Processes Participant Handout Value Stream Mapping LEAN Office & Business Processes Participant Handout Value Stream Mapping Manary Harcus Consulting Corp, 200 Value Stream Mapping Symbols xcel IN Process Box Inventory/Inbox Delay Time Customer or Supplier

More information

When agile is not enough

When agile is not enough When agile is not enough LESS 2010 Kati Vilkki kati.vilkki@nsn.com 1 Nokia Siemens Networks When agile is not enough What does lean thinking add to agile? Combining agile and lean Change in mind-set Management

More information

The Customer Experience:

The Customer Experience: The Customer Experience: The Holy Grail of Competitive Advantage. 1 A great customer experience has emerged as the holy grail of competitive advantage. Providing a great customer experience has emerged

More information

Unit 1: Introduction to Quality Management

Unit 1: Introduction to Quality Management Unit 1: Introduction to Quality Management Definition & Dimensions of Quality Quality Control vs Quality Assurance Small-Q vs Big-Q & Evolution of Quality Movement Total Quality Management (TQM) & its

More information

Using lean methodologies to improve performance

Using lean methodologies to improve performance Using lean methodologies to improve performance Contents Introduction 1 Lean principles 2 A transformation to lean 3 Graphical representation 4 Starting a new programme 5 Leading from the top 5 Mapping

More information

Author: Moore, Rachael R. Title: Optimizing Sales and Marketing Pipeline Yield of Company XYZ

Author: Moore, Rachael R. Title: Optimizing Sales and Marketing Pipeline Yield of Company XYZ 1 Author: Moore, Rachael R. Title: Optimizing Sales and Marketing Pipeline Yield of Company XYZ The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial

More information

Using Lean/6 Sigma Methodology to Facilitate Medical Home Implementation

Using Lean/6 Sigma Methodology to Facilitate Medical Home Implementation Using Lean/6 Sigma Methodology to Facilitate Medical Home Implementation Timothy Quinn, MD, MBA President, MercyCare Community Physicians The MercyCare System MercyCare Community Physicians is a physician-led

More information

THIS PAGE WAS LEFT BLANK INTENTIONALLY

THIS PAGE WAS LEFT BLANK INTENTIONALLY SAMPLE EXAMINATION The purpose of the following sample examination is to present an example of what is provided on exam day by ASQ, complete with the same instructions that are given on exam day. The test

More information

A Book Review: Lean Thinking by Womack and Jones

A Book Review: Lean Thinking by Womack and Jones A : Lean Thinking by Womack and Jones Assignment for ESD.83: Research Seminar in Engineering Systems Prepared by Annalisa L. Weigel November 2000 We can lick gravity, but sometimes the paperwork is overwhelming.

More information

A C T A U N I V E R S I T A T I S L O D Z I E N S I S. Maciej Urbaniak

A C T A U N I V E R S I T A T I S L O D Z I E N S I S. Maciej Urbaniak A C T A U N I V E R S I T A T I S L O D Z I E N S I S FOLIA OECONOMICA 257, 2011 Maciej Urbaniak REASONS AND BENEFITS OF IMPLEMENTING SIX SIGMA IN THE EMPIRICAL STUDY OF ENTERPRISES OPERATING IN POLAND

More information

Greening Our Future By Educating Tomorrow s Workforce. Module 2: Lean Manufacturing and the Environment

Greening Our Future By Educating Tomorrow s Workforce. Module 2: Lean Manufacturing and the Environment Greening Our Future By Educating Tomorrow s Workforce Module 2: Lean Manufacturing and the Environment 11/16/2011 Module 2: Lean Manufacturing and the Environment What You Will Learn From This Module:

More information