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GPS Management Team: In Touch SessionsOctober 2013
Guinness Primary Corporate Objective:
Increase Customer Satisfaction to 85%
Customer Insight Driven Service Improvement
Jason HicksonStrategy and Research ManagerStrategy and Communications
GPS Management Team: In Touch SessionsOctober 2013
• About Me: I’m a researcher, I do surveys
• Context: Guinness’ New Structure/System
• Approach: Customer insight driven service improvement:• Voluntas DMAIC approach• Voluntas ‘Lean’ workshops
• Findings and Learnings: Improving the process
Agenda
*Figures are based on GNC data only, but figures are at similar levels in each division
GPS Management Team: In Touch SessionsOctober 2013History/Divisions of The Guinness Partnership
Northern Counties
Housing Association
(2008)
Guinness Trust (1890)
Parchment Group /
Hermitage Housing (1992)
Midsummer / Milton
Keynes Housing
Association (2006)
Avondown Housing
Association (1991)
Clapton Community Housing Trust (2001)
William Sutton Housing Alliance + Ujima Housing
Group(2001)
The Riverside PartnershipRiverside Housing Group, the
Regenda Group and the Liverpool Housing Trust
Gloucestershire Housing
Association
GPS Management Team: In Touch SessionsOctober 2013New Guinness Functional Structure (Nov, 2014)
Customer Facing Functions
Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985)
As
se
t
Ma
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ge
me
nt
(Su
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rs)
Inte
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l DL
O
Co
ntr
ac
tors
Cu
sto
me
r
Se
rvic
es
Pro
pe
rty
Se
rvic
es
Str
ate
gy
an
d
co
mm
un
ica
tio
ns
New Single Core System - April 2015
Surplus
Sur
plus
Human Resource
Finance
IT
Procurement
GPS Management Team: In Touch SessionsOctober 2013
Overview:
Guinness’ Customer Insight Driven Approach to:
Repairs Service Improvement
Voluntas suggested: DMAIC = Structured Approach
DMAIC is a tried and trusted method to deliver sustainable improvement in an existing process
• Define the problem (map the process)
• Measure what is currently happening
• Analyse this data to identify areas of waste and inefficiency
• Improve the current process
• Control the improvements to ensure their sustainability
Guinness’ Approach to:
• Defining the problem: Repairs1. Customer satisfaction survey
• INSIGHT: Repairs is the main driver of satisfaction
2. Customer Complaints Analysis - Repairs
3. Customer Journey Mapping - Repairs• Qualitative research with customers• Quantitative repairs surveys
4. Internal Repairs Process Mapping - Repairs• Voluntas stakeholder workshops (‘Lean’)
Communication (304) Speed (294) Appointment (65)Quality (87)
Define - Repairs Complaints Analysis/Themes
GPS Management Team: In Touch SessionsOctober 2013
Define – Customer Journey Map (part 1) Responsive Repairs Tracker Survey
GPS Management Team: In Touch SessionsOctober 2013Sustainable Service Improvement
Three elements help make improvement sustainable
Staff
Behaviour
SystemsProcess
GoodSatisfaction
?
GPS Management Team: In Touch SessionsOctober 2013‘Lean’ Repairs Process Mapping
Define the problems
• Vb Value to the Business (Guinness)• Vc Value to Customer• Vcon Value to Contractor• NW Necessary Waste• WW Unnecessary Waste
GPS Management Team: In Touch SessionsOctober 2013
Extract: New process map including Service Failure points
The DMAIC Approach
• Define the problem (map the process)
• Measure what is currently happening
• Analyse this data to identify areas of waste and inefficiency
• Improve the current process
• Control the improvements to ensure their sustainability
Project Paused – Single Core Systems
GPS Management Team: In Touch SessionsOctober 2013Learnings so far
• Timing: Wait until measurement tools are in place
• Resource: Allow the project team time (from ‘day job’)
• Organisation: Reconfigure and integrate resources
GPS Management Team: In Touch SessionsOctober 2013
A firm’s ability to….
‘….. reconfigure and integrate its resources (Teece et al., 1997)
Theory: Key to Sustainable Success
‘….. effectively organise and reorganise its resources’(Barney & Hesterly, 2011)
GPS Management Team: In Touch SessionsOctober 2013Customer Journey is cross-functional
Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985)
As
se
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ge
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nt
(Su
rve
yo
rs)
Co
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Cu
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Se
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Pro
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Str
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Repairs Customer Journey
‘Touch Points’
Complaints
Human Resource
Finance
IT
Procurement
Surplus
Sur
plus
GPS Management Team: In Touch SessionsOctober 2013Service Improvement is cross-functional
Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985)
As
se
t
Ma
na
ge
me
nt
(Su
rve
yo
rs)
Co
ntr
ac
tors
Cu
sto
me
r
Se
rvic
es
Pro
pe
rty
Se
rvic
es
Str
ate
gy
an
d
co
mm
un
ica
tio
ns
D M A I CC
ust
om
er
Ser
vice
+
Op
s
Procurement
IT
Finance
Human Resource
Bu
sin
ess
Ch
ang
e/IT
BI/
Ser
vice
Imp
rove
men
t
Per
form
ance
Rep
ort
ing
Cu
sto
mer
Insi
gh
t
Surplus
Sur
plus