Success Delivered!
Here are just a few of the solutions we've delivered recently. In every case previous attempts to fix the performance problem had failed in some way. Notice how each has delivered significant, measurable, tangible benefits and return on investment.
Saved £1.2 M per year in a technical support contact centre
Reduced call volumes by 50% by eliminating repeat calls from customers.
Problem: Call volumes from customers were twice expected levels and growing far faster than the subscriber base. Unchecked these trends would require an emergency expansion of the contact center in advance for the very busy Christmas period, at considerable expense and risk. Further, customer experiences were so poor the client was regularly being criticised in the national press, and future growth was in jeopardy as a result.
What We Did: By leading the client through a very detailed mapping exercise major assumptions and gaps were identfied in its management and operating processes. Identifying an overly complex and confusing call centre set-up highlighted opportunities for quick improvements while the management and operating processes were overhauled and staff re-educated. Costs were under £20K for this.
Results: Tackling these few and to the client, unexpected, drivers of the problem resulted in rapid turnaround. Approx 100% of the repeat customer calls were eliminated as the customer experience improved due to the simplified set up and clarified data and operating processes. This meant that instead of investing more in additional seats, resource was actually saved and put to use on further value-add tasks.
Reduced damage to cargo & equipment by £500k per year,
reduced compensation and repair bills, improved equipment availability.
Problem: The harsh operating conditions of a container terminal was the scene for a compensation and damage repair bill of over £1 million per year, that was eating in to profits and harming the terminal's reputation and standing as a terminal of choice for shipping line customers.
What We Did: Conducting a full root cause analysis and taking a systems perspective highlighted several drivers for what was going on. Confusion and inconsistencies within both the staff and management allowed behaviours to flourish that inadvertently led to high damage rates. Weaknesses in the training system meant that staff and managers alike were missing out on clear and comprehensive training and assessment. Vague performance and behaviour criteria provided the context for such performance to flourish.
Results: Addressing all the key drivers areas together led to almost immediate improvements in behaviours and incident rates. Approx 50% damage costs reduction in the first year, and sustained in to the second year.
Reduced staff attrition by almost 70%
saving almost £300K per year in unplanned recruitment costs.
Problem: Front line care staff attrition was 39% meaning that 39% of new starters left in their first year. This compromised the ability of the Department to meet its statutory obligations in respect of care provision.
What We Did: Conducted a carefull and thorough root cause analysis having first persuaded the Unions to come on board to help reduce staff grievance that was contributing to attrition. This identified ineffective recruitment and induction processes and gaps in management training of front line supervisors. New processes and training were implemented at a cost of £67K.
Results: Staff attrition was reduced by approx 70% to 16% in line with the rest of the industry and unplanned recruitment costs were halved to £300K.
Reduced time taken to resolve average customer Broad Band Internet technical problem by 19 days
and reduced backlog from over 11K issues to under 5K issues.
Problem: Over 11000 customer technical problems were backlogged, and average time to resolve was over 24 days. Significant growth plans were in jeopardy. Customer satisfaction was very poor.
What We Did: Applying a whole-systems approach and root cause analysis identified mismatches in the support structures and insufficient clarities in the training and education of staff and the information given to install engineers and the customers, which were rapidly fixed by the client at very little cost.
Results: Average time to fix an issue reduced by approx 19 days to under 5 days, and the backlog reduced from over 11000 to under 5000 even during a period of intense subscriber growth.
Enhanced the ability for the in-house training team to add measurable value through its training offering
and raised its reputation as a partner of choice within its organisation.
Problem: The training function was taking a reactive, conventional approach to training, really struggling to demonstrate explitly the value added by its soft skills and leadership programmes.
What We Did: Trained the training team to take a business partner approach to understanding the drivers behind the requests for training and the reasons why business performance of internal clients was not as required, and then design and deliver high impact interventions GUARANTEED to add value.
Results: Training team now seen as one of the first to be invited on to any performance improvement project by internal clients. Moved from cost centre to positive profit centre.
