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Leading from the front - driving
transformation efforts in a Service
organisation
1. Introduction
2. Approach
3. Barriers & Enablers
4. Lessons Learnt
AGENDA
Customer
Experience
Transformation
INTRODUCTION
Approach based on learnings from a variety of Service organisations…..
Engaging Front
Line Staff
Customer Centric
Culture
Incremental & Step
Change
Improvements
1. Introduction
2. Approach
3. Barriers & Enablers
4. Lessons Learnt
AGENDA
APPROACH - Overview
Improve
Customer
Experience
Analyse customer
data & gather
insights
Engage the teams
Identify drivers of
dissatisfaction
Brainstorm
improvement
opportunities
Implement Good
Operations
Management
Deliver
improvements &
track performance
APPROACH – Analyse Customer Data and Gather Insights
Used behaviour observation to
determine patterns in behaviour
Met with customers to
understand how they get and
manage a loan
And identifying little design
hacks…
Doing activities which describe
customer behaviour…
Conducted data analysis to
identify customer segments
To come up with key insights
APPROACH – Identify Drivers of Dissatisfaction
APPROACH – Brainstorm Improvement Opportunities
Sketching improvement ideas Looking at the customer journey to
identify opportunities
And collaboratively brainstorming
solutions!
APPROACH – Engage the Teams
We spent a lot of time up front engaging the Executive team followed by people managers and
then colleagues
Business
Performance Team
Established 2012
Awareness
Jan - June
2013
Phase 1 roll-out
July - Oct 2013
• Business Performance
Team established to drive
customer led continuous
improvement culture
• Familiarity with UK parent
company experience to
understand potential
• Exec supporters identified
• Exec (x4) visit UK to see
GOM in practice
• Return visit by UK
Executive Sponsor to assist
in obtaining buy-in
• 1 day GOM training for
Executive team
• Lean Champions selected from
across the business
• 3 days Lean training for
Champions
• 2 SMEs seconded from UK for
3 months
• Phase 1 teams agreed (high
customer experience impacts,
high volumes, manager buy-in)
• 1 day Manager GOM training
• Training to ~ 80 staff
• Initial roll-out in 4 teams
• Benefits framework adopted
• Regular progress updates
Centre of
Excellence
Nov 2013
• Phase 2 and 3 of roll-out to
further 10 teams
• Total of 240 managers and
staff trained
• Survey of staff who
participated in GOM to
measure staff engagement and
impact
• Lean COE Lead recruited
• COE intranet site established
• GOM Coach pool created
APPROACH – Engage the Teams
Invest time in learning customer led
improvement and innovation skills
Work cross functionally to generate insights
from customer insights
APPROACH – Implement Good Operations Management
Traditional People Model
Exec
Senior
Managers
Managers
Colleagues
Innovation
Daily tasks
Good Operations Management Model
APPROACH – Implement Good Operations Management
Incremental Improvement Step Change
Team
Based Improvement
Facilitated Lean
Events
Cross Department
Projects
Innovation Projects
(System or New product
Development)
“Continuous improvement, as the name implies, adopts an approach to improving
performance which assumes more and smaller incremental steps….it does not
matter if successive improvements are small: what does matter is that every
month (or week or quarter, or whatever period is appropriate) some kind of
improvement has actually taken place”.
Slack et al: Ops Management, p 693
APPROACH – Implement Good Operations Management
Embedding Good Operations Management to drive a culture of continuous improvement
Key GOM Elements
GOM / Continuous
Improvement Training
Team Measures
Team Boards & Daily
Huddles
One Best Ways
• 1 day separate training for Execs,
Managers & Staff
• Followed immediately with daily
coaching
• GOM core team works with
functional teams to review and
identify operational measures
• Facilitate value stream mapping
workshops to identify improvements
• Document and implement One Best
Ways
Description Examples
• Design Team boards
• Hold daily huddles to discuss
previous day performance and
targets for today
APPROACH – Implement Good Operations Management
COMMS
LEAN END-TO-
END PROCESS
REVIEW
Aug ‘13 Sep ‘13 Oct ’13 Nov ’13 Dec ’13 Jan ’14 Feb ’14 Mar ’14 Apr’14 May ‘14
COMMUNICATIONS
Project Plan
Phase 2
Launch
Post- implementation support GOM PHASE 2
• Awareness sessions
• Huddles and Measures
• Huddle boards
• OBW definition
• OBW evaluation
GOM PHASE 3
GOM PHASE 1: Executive
Awareness & Training
WHOLESSALE CREDIT &
SETTLEMENTS LEAN
INTERVENTION
END-TO-END PROCESS # 2 END-TO-END PROCESS # 3
Phase 2
Close- out
Phase 3 Close- out Phase 3
Launch
Phase 4 Launch
Wholesale close-out Process #2 close-out Process #2 launch
PLAN &
PREP FOR
PHASE 3
Process #3 launch
Post-
implementation
Review
PLAN &
PREP
FOR
PHASE 4
GOM PHASE 2
• Loan Approvals
• Collections (x 3)
• Settlements (Consumer)
• Customer Service (x1)
GOM PHASE 3
• Wholesale Settlements
• Customer Service (x1)
• Up-skill GOM champions
for other States
GOM PHASE 4
• WA, VIC, SA, QLD
• Others TBC
APPROACH – Deliver Improvements & Track Performance
GOM Improvement Highlights Delivering measurable improvements in customer experience and enabling the business to absorb
growth without additional FTE
Number of Loans Settled
Average Days to Complete Reassigned Loan Collections
0
1
2
3
4
5
6
1 2 3 4 5 6
• 20% increase in
loans settled with
no additional FTE
• Held rate reduced
from 50% to 38%
• Customers get
their loan settled 2
days quicker
+20%
Number of Applications Completed
• 28% increase in
applications
completed with 15%
fewer hours worked,
equating to 50%
increase in
productivity
Jan-00 Jan-00
• Average time for
completing re-
assignment
reduced from 5 to
1 working day
+28%
• Arrears reduced
from 5.1% to 4.2%
of accounts YOY
equating to $92m
saving
Jan-00 Jan-00
APPROACH – Deliver Improvements & Track Performance
Good Operation Management Staff Survey
“We all work together
as one team“
“Bottom up approach
and colleague
engagement has
definitely seen an uplift
in service “
“…a good way for the
team to come together
and… come up with
improvements about
their daily tasks which
they may have been
too shy to voice
beforehand. “
“It gives the team an
indication of how we
performed the previous
day and what better we
can do today”
“Positive impact on
tasks where we have
identified waste and
streamlined…enabling
more deal assessments
…”
“previously we had no
way to monitor how
many new Novated
Lease applications we
had pending“
“… daily huddles
provides the forum for
communication to flow
easily“
75%
76%
78%
83%
62%
59%
83%
0% 20% 40% 60% 80% 100%
Engagement has increased
Awareness of opportunities toidentify waste and improve
customer service hasincreased
Believe communication withintheir teams has improved
Believe that boards / huddleshave had a positive impact in
their team
Have been involved inidentifying or implementing
improvements
One Best Ways have had apositive impact in their team
Believe there are furtheropportunities to improve within
their team
1. Introduction
2. Approach
3. Barriers & Enablers
4. Lessons Learnt
AGENDA
BARRIERS & ENABLERS
Active Leadership
Long-term thinking
Meaningful goals cascaded
Building capability in teams
Ongoing coaching
Colleague empowerment
Business KPIs
Celebrating successes
Innovative thinking with data driven decision making
Specialist skeleton resources
Enablers
Lack of top down leadership commitment
Short-term thinking & silo mentality
GOM not explicit in business strategy/vision
Lack of specialist resource
Internal SLAs
Lack of Investment in people or infrastructure
Barriers
BARRIERS & ENABLERS
Making the time to understand
I don’t w ant to see any crazy salesm en - C an’t you seeI’ve got a battle to fight
1. Introduction
2. Approach
3. Barriers & Enablers
4. Lessons Learnt
AGENDA
LESSONS LEARNT
• Extensive investment up-front in securing Executive engagement pays dividends
• Communicate and celebrate success – repeatedly
• Once people know it’s acceptable to challenge the status quo they will do so readily
• There’s a huge wealth of un-tapped talent in the business and this can uncover it
• Make it all about the customer and growth to help drive understanding and buy-in
• Take people with you on the journey – ownership is more important than speed
• It’s a marathon not a sprint – some best improvements came from slow adopters
• Select initial teams with care – supportive Exec and team leader are key
• Maintain visibility at Exec level – knowing they will have to explain progress helps
• Age & length of service are not a reliable indicator of willingness to change
THANK YOU
THANK YOU
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