Using Business Process Improvement (BPI) to Enhance the Customer Experience. 2:30 PM 3:00 PM Lori Jenks

Transcription

1 Using Business Process Improvement (BPI) to Enhance the Customer Experience 2:30 PM 3:00 PM Lori Jenks

2 Using Business Process Improvement (BPI) to Enhance the Customer Experience Presented by: Lori Jenks, VP Operations

3 BPI Project Definition What is a BPI Project? Clear problem Addresses cycle time or defects Fits DMAIC Process first, then technology Impacts client/ebitda/revenue aligned with strategy What BPI is not? Implementation of known solution Tool implementation Automation No impact

4 DMAIC Define the process, the voice of the customers, and the project specifically. Measure key aspects of the current process and collect relevant data. Analyze the process to determine the root causes of poor performance; determine whether the process can be improved or should be redesigned. Improve the process by attacking root cause. Control the improved process to control the gains. Process Time: 3 months

5 Project Charter Problem Statement The current show floor plan process is a manual pencil and paper procedure, causing sales delays and miscommunication. The current system results in process redundancies, wasted time by sales and ops, and staff and customer frustration. Cost is also incurred due to rework. Goal Statement Reduce the amount of stakeholder time spent checking and rechecking the paper floor plan by more than 80% per show, from over 200 hrs for the Winter Show to 35 hrs, and from 370 hrs for the Summer Show to 60 hrs, by December 31, Project Scope Booth size, location, special notes and any subsequent changes/cancellation managed by the Sales Department Initial booth details and changes communication to Operations and General Service Contractor (GSC) to ensure proper set up onsite The process of communicating the booth details from the paper floor plan to Operations and on to the General Service. Business Case / Financial Impact Increased efficiency of booth change management by Sales & Ops staff Increased sales productivity Increased customer satisfaction $8k per show cost avoidance

6 Project Charter Milestones Project Team Planned Actual Phase Completion Date Completion Date Define July 2011 June 30, 2011 Measure July 2011 July 13, 2011 Analyze September 2011 Sept. 28, 2011 Improve October 2011 Dec. 1, 2011 Control July 2012 Project Champions: Ops Director Process Owners: Ops Manager Key Stakeholders: Sales & Operations / GSC / Finance Dept. / Expo Application Support Project Leader(s): Ops Manager Core Team Members: Role % Allocation Group Operations Director 15% Operations Manager 15% Operations Manager 10% Show Director 10% Sales Account Manager 10% Sales Director 10% Extended Team Members: Role Operations Director 5% Operations Manager 5% Sales Account Manager 5% Sales Account Manager 5% Expo Application Support 5% Accounts Receivable 5%

7 Solution & Results SALES: Sales Team to use GoExpo online software to capture all booth sales, holds, and modifications. Solution will have time limit for booth holds. Solution will also have area for detailed history so sales team on different coasts can review information real-time and sell booths with accurate, up-to-date information. Sales Team time reduced by half (50%). OPERATIONS: GoExpo reports available for download to inform Operations of booth modifications for build. Multiple reviews of paper floor no longer necessary. Operations Team time reduced by more than 65%. CUSTOMERS: Exhibitors will now be able to view information about their placement or about available booths online and make informed decisions.

8 Electronic Floor Plan Total time dedicated to each show reduced by 84-85%!!

9 Measurement of Success 1. SAVED STAKEHOLDER TIME: By capturing booth holds, movements and sales in real-time we are enabling 9 stakeholders a more efficient way to do business. 2. INCREASED REVENUE: Utilizing the new solution (rather than the paper floor plan) will result in a more accurate show build. Less mistakes will be made to the booth build and less money will be spent making corrections. 3. IMPROVED CUSTOMER EXPERIENCE: We are also improving the customer experience by creating a plan exhibitors can view and rely on for exhibit information (available booths, their booth location, booth number and exhibit dimensions, and neighboring exhibitors).

10 Process Management Plan What Solutions Were Implemented? How Were the Solutions Implemented? How Will Solutions Be Tracked Over Time? Who Is Responsible? GoExpo online floor plan GoExpo online floor plan training for all sales. Agreement between Sales & Operations that tool would be main way of tracking booth modifications. Weekly sales meetings reviewing reports from GoExpo system Operations pulling of reports for show build Sales: Group Sales Director Operations: Group Operations Director

11 Completed BPIs Hotel Contract Process Result: Reduced hotel contract signing cycle time by 22%. Sponsorship Fulfillment Result: Reduced sponsorship fulfillment cycle time by 30% and increased sponsorship profit margin by 10% on average across all NE events (merchandise, sports, jewelry). Exhibitor Service Manuals production Result: Reduced production cycle time by 20%. Improved standardization and best practices for all NE events. Registration onsite badge pick up process Result: Reduced customer onsite wait time by 31.75%. Floor Plan Management Result: Reduced time spent on floor plan management by sales team by 50% and operations team by 65%. Booth Package Fulfillment Result: Identified that there was not a standardized way of collecting exhibitor data. Implemented an online tool that reduced time spent by 50%. GoExpo Adoption by Events Result: Identified that there was no standard practice for using the GoExpo tool. By implementing a standard practice Operations, Sales and Marketing increased event adoption rate by 90% which has resulted in an average 14% increase over last year in digital revenue.

12 BPIs Currently in Progress Nielsen Expositions is working to streamline the following processes: WPPI Print Competition Impression Based Orders Pending Registrant/Qualification Process Deploying Best Practices Credit Card Chargeback Reducing Booth Confirmation Cycle Time

13 Thank You!