Customer Service Improvement Project

Customer Service Improvement Project

1. Background

   • Objectives
     • Reduce Customer Complaints
     • Capture more, actionable data
   • Started with a conversation over lunch with management
   • Customers complain too often
   • A trial Lean Six Sigma project was agreed to
   • Disfunction
     • Processes are not well-defined
     • No standard process for change control
     • Processes are not stable/do not work in every market
     • Priority levels are not established
     • Knowledge silos (Raul)
     • Few rewards/recognition given
     • Lack of buy-in from upper management
     • Middle management is distrustful

2. Funding

   • Software
     • JIRA Core
       • JIRA Service Desk
       • Tempo Timesheets
       • Canned Responses
       • Insight
     • Confluence
     • Dynamics CRM
   • People
     • Ryan needs a raise
     • Others will not be required to do more work
   • Savings via efficiency/utilization

3. Plan

   • 1) Implement Customer Service Desk software
   • 2) Train schedulers to use Service Desk
   • 3) Train organization to use Service Desk
     • Not difficult, since this is how IT works
   • 4) Make real change based upon objective data
     • Visibility into issues/work; where our time is being spent?
     • Identification of star employees/underachievers
     • Squashing of bottlenecks

4. Requirements

   • Leadership change
     • Schedulers should report to Ryan
       • Experience managing people, and issues
       • Background in process development and documentation
       • Willing to be closely involved in development of new processes
       • Must be involved in the day to day operations of customer service
       • Must be able to have conversations and immediately make decisions without red tape
     • Givone should manage the Customer Service Desk
       • Experience in managing an IT Service Desk
     • Kirk should only be involved in high priority matters
   • Process change
     • Current issues process flow
       • 1) Team Leads, Market Leaders (regional)
       • 2) Scheduling, HR, Billing, IT (regional)
       • 3) Executive Leadership (centralized)
         • Leaders are bogged-down by involvement in all issues
     • New issues process flow
       • 1) Customer Service Desk (centralized)
       • 2) Dedicated Account Manager (regional)
       • 3) Account Owner (regional)
   • Metrics
     • Issue/Task Volume
     • Region/Assignee
     • Issue Types/Components
     • Issue relationships/cause-and-effect
     • Time to first response
     • Time to resolution
     • Time in Status
   • Organizational change
     • Single Point of Contact (SPOC), Issues must flow through Customer Service Desk, like IT issues flow through IT Service Desk
     • Schedulers must use other tools
       • JIRA
       • Atlas
       • CORE

5. People

   • Ryan
   • Givone
   • Houston Scheduling Team
   • Kirk
   • Upper Management (stakeholders)

6. Research

   • Lean Six Sigma Findings
     • Define Phase
     • Measure Phase
       • Lack of useable data
     • Analyze Phase
       • Why-Why Analysis
       • Fishbone Diagram Findings
     • Identify Phase
       • Proposed Solutions
     • Control Phase
   • ITIL
   • Agile
   • Peer Review