Beyond 5S | Measures for Customer-Centric Services

M I N D G E A R S C O N S U LT I N Ginsight-driven solutions. creative learning.

A CUSTOMER-CENTRIC APPROACHMEASURING SERVICE PERFORMANCE USING 5S

Super 5S : From Good to Great StrategiesKMT 95th Management Benchmarking Forum

Shangrila Manila Hotel | Kairos Management Technologies28 November 2014,

Teki Abary RepaldaPresident & Senior Consulting Partner

M i n d G e a r s C o n s u l t i n g L t d C o © 2014http://www.mindgearsconsulting.com

2

5S in Service

Rethinking 5S

Our 5S Best Practices

Insights?

WHAT WE’RE SHARING TODAY

great customer service starts with real conversations.


3

OUR MISTAKES IN MEASURING 5S

77

70

5580

45

SORT

STRAIGHTEN

SHINESTANDARDIZE

SUSTAIN

GOAL CURRENT

5S COMPLIANCE RADAR | January 2004

[a Leading Global Financial Services Company]

insight weighs more than opinion.


4

5S as a metric isn’t a leading indicator

compliance-driven, not service-oriented

rigid standardization vs functional effectiveness

1

2

3

WE LEARNED FROM OUR LESSONS

context is more important than content.


5A NEW APPROACH TO 5S

1

3 2

4

SCOPE

SEQUENCESENSE

SOUL

SCALE

add

make

set

apply

sort

straightenshine

standardize

sustain

5S IN SERVICE EXCELLENCE1

2

3

4

5

scope & segment service areas along with customer & project needs

sequence & prioritize service instruments for customer access

make sense by proactively solving issues & reducing customer effort

add soul to standards. it’s a relationship, not a transaction.

evolve your customer processes, not just by repetition but by innovation

people are at the heart of every process.


6WHEN SORT MEANS SCOPE & SEGMENT2

.5

4.3 4

.5

2.7

3.4

1.8

2.2

2

1

3

2.5

BILLING OTHER TECHNICAL GENERAL INQUIRY

Jan Feb Mar

CUSTOMER CONTACT REASONS | 1Q 2009(calls in millions)

[client: a global telecommunications company]

true analytics is about creating sense.


7WHEN SORT MEANS SCOPE & SEGMENT

CUSTOMER DISPLACEMENT ISSUES | 2Q 2010(customer account in hundreds)

[client: a global financial services firm]

45 608918

16

34

TAGGED INACTIVE TAGGED DELINQUENT TAGGED MISSING REQUIREMENTS

NU

MBE

R O

F CU

STO

MER

S

Accurate Wrong Tag

OTHER APPLICATIONS

“scope-creep” activities on top of baseline duration

misdirected routes by product delivered

patient ward placement by department

learning, to be effective, must be meaningful.


8STRAIGHTEN & SEQUENCE

65

74

120

34

21

20

12

10

45

Online Account Locked

Billing Accuracy

Phone Installs

On Time +24 - 36 hours +36 - 48 hours

BACKLOG OF CUSTOMER ISSUES | W4 2010(by issue tickets) OTHER APPLICATIONS

Pareto analysis of customer types / issues

field placement & form lexicon for billing statement design

critical path analysis for project management

visual design for service menus

customer experience is not just about treatments, it’s about journeys.


9DON’T JUST SHINE – MAKE SENSE

lowhigh

low

high

CUSTOMER EFFORT

ISSU

E R

ESO

LUTI

ON 55%

Customers are highly satisfied with service

23%Customers are highly dissatisfied with service

12%Customers are

moderately dissatisfied with service

10%Customers are moderately

satisfied with service

CE QUADRANT | MAR 2013 OTHER APPLICATIONS

productivity vs. accuracy of completed tasks

scatter plot for performance consistency vs. quality

PFMEA + fault tree analysis for anticipating errors

supply shortage vs demand transfer for service / products

strive to do the right thing, instead of doing things right.


10STANDARDIZE WITH SOUL

STANDARD SERVICE

OUTSTANDING SERVICE

WORLD-CLASS SERVICE

3

4

5

Customized Service + Purchase Promoter + Loyalty + Increased, Repeatable Revenue

CSAT Scale

SERVICE APPROACH

tailoring & configuration as part of customer service

one-size-fits-all approach = decreased buyer confidence

not hiding behind controls & forms = ease of doing

business balanced with customer education services

there is such a thing as positive process variation. it’s called creativity.


11SUSTAINING IS ALSO SCALING

70% 70%85% 92% 96%

15% 7% 4%

0%

20%

40%

60%

80%

100%

120%

Current ProcessCapability

Innovation 1 Innovation 2 Innovation 3 ForecastedProcess Capability

INNOVATION GLIDE PATH

standards need to evolve, else it’s like painting yourself to a corner.


12OUR SERVICE CATALOGUE

As Emergent Customer Analytics Advisory Partner

We provide decision sciences support through tailored project engagements that cater to customer-centric service industries.

Customer Experience Lifecycle Mapping

Buyer Demographics Analysis Customer Effort & Resolution

Intelligence Customer Loyalty & CSAT Measures Social Media Audience Analytics

As HR Intelligence Support Provider

Our HR Insight Services is a highly tailored engagement that supplements your OD endeavors.

Predictive Best-In-Class Hiring & Profiling Competency Mapping and Skills Design Attrition-Retention Analysis Employee Engagement /eSAT Analysis

As People-to-Process Learning Advocacy Firm

Our learning services are workshop-driven courses that cater to service-oriented industries across HR, WFM/BI, Six Sigma and BPO-KPO Fundamentals. .

HR & OD Intelligence Workshops Six Sigma Certification Courses (YB, GB & BB) WFM / BI Learning Series Process Configuration & Mapping LEAN & Kaizen Measurement Techniques Contact Center Business Foundations Series

wear who you are like a badge & be your own brand.

M I N D G E A R S C O N S U LT I N Ginsight-driven solutions. creative learning.

CON

TACT

US

Email: [email protected]

[email protected]

Website: http://www.mindgearsconsulting.com

http://www.mindgearsph.net

Teki Abary RepaldaPresident & Senior Consulting Partner

Marge Sta AnaManaging Partner & Workplace

Learning Strategist

mailto:[email protected]

mailto:[email protected]

http://www.mindgearsconsulting.com/

http://www.mindgearsph.net/

Beyond 5S | Measures for Customer-Centric Services

Data & Analytics

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