Our success in meeting our own challenges has shaped our unique approach to consultancy
A UK headquartered financial services company that offers a wide range of investment and insurance services needed help to increase the productivity in its customer complaints resolution process by at least 15%, as part of its wider transformation programme.
Our own experience has shown that the only sure way to keep new processes going is to generate a high level of employee engagement. From the outset we engaged employees from the customer resolutions area to identify opportunities and inefficiencies within the current processes. In particular, staff were helped to view complaints as opportunities for improvement and then trained to used problem solving techniques to ensure that the root cause of problems were eliminated.
A single standard for the complaints handling process was introduced as were ‘First in First Out’ flow principles and controlled inventory points to manage the complaints pipeline.
Structured team meetings were instigated daily to review the previous day’s performance and identify issues and concerns while also communicating priorities and recognising successes.
Tracking work volumes allows for effective resource allocation
A new approach to visual management tracked performance and highlighted individual roles and responsibilities. It enabled the customer resolutions team to allocate resource to different processes based on work volumes and pipeline at the start of each day. As a result, resource is moved between processes in real time based on work requirements and individual skills. In addition, hourly targets were set for the day with actual productivity also being updated hourly.
Through the transfer of knowledge and skills greater flexibility has been brought to the process that has now enabled additional demand to be covered without resource increase