Using LEAN Continuous Improvement to Strengthen Contact Centre Performance
|
|
- Matilda Barrett
- 7 years ago
- Views:
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 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 informationOperational 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 informationLean 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 informationBody 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 informationA 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 informationLean 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 informationLEAN 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 informationLean 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 informationEnsuring 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 informationOverview 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 informationOMNICHANNEL 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 informationBody 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 informationBusiness 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 informationtimes, 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 informationProject 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 informationLean 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 informationLean 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 informationE 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 informationLEAN 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 informationStudy 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 informationLean 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 informationLean 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 informationLean 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 informationAOL 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 informationLearning 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 informationIts 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 informationfor 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 informationLunch 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 informationVALUE 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 informationLean 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 informationTHE 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 informationContinuous 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 informationGetting 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 informationDesign 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 informationBEGINNING 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 informationHow 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 informationLean 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 informationHow 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 informationBODY 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 informationWhat 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 informationRe-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 informationLean 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 informationLean 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 informationLean, 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 informationFCR 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 informationMetrics-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 informationLeading 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 informationBQF 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 informationKPMG 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 informationLean 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 informationLean 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 informationCertified 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 informationUniversally 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 informationVisual 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 informationPerformance 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 informationCopyright 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 informationIn 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 informationBeing 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 informationBusiness 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 informationMaking 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 informationMaintaining 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 informationHow 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 informationExperience 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 informationUsing 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 informationRecruiterpowered 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 informationImplementation 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 informationLean 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 informationWHITE 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 informationWHITE 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 informationLEAN 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 informationBuilding 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 informationWhite 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 informationCisco 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 informationDelivering 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 informationUsing 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 informationITSM 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 informationIntelligence 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 informationImprove 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 informationTable 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 informationSustainability 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 informationGetting 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 informationCourse 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 informationBusiness 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 informationCORPORATE 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 informationCustomer 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 informationBEST 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 informationCustomer 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 informationPurchasing 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 informationLEAN 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 informationWhen 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 informationThe 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 informationUnit 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 informationUsing 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 informationAuthor: 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 informationUsing 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 informationTHIS 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 informationA 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 informationA 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 informationGreening 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