leveraging efficiency gains by transforming a customer services … · 2011-02-17 · oct 2005 time...

Oct 2005 www.digitalmaidstone.co.uk

Time for a change

Leveraging Efficiency Gains by Transforming a Customer Services Strategy

Paul TaylorHead of Customer Services

Maidstone Borough Council – “an excellent authority”


The story of a journey from

chaos to contact centre


Maidstone

• Heart of Kent• 58,000 homes,

population of 143,000

• Politically hung council

• CPA excellent authority


Why make the journey?

• Drivers for change (pre-CPA)– Telephone contact – BV Reviews– Lack of customer care & poor customer

satisfaction ratings– Capacity– Performance management– E-government– CPA!


Why make the journey?

• Drivers for change (post-CPA)– Gershon– Transformation– Competitiveness– Partnership– CPA!


Oh yes and this…..

• Front line staff the key indicator– Sceptical about the future– Unclear of ownership– Lack of collaboration– Inconsistent approach


The Journey• Review of Corporate Plan

• Improving customer care one of seven corporate priorities• Officer & member review of structure

• Cabinet Member, Director & Assistant Director responsible for Customer Services

• Assistant Director of Change Management• Our Map - 3 year Customer Care Programme

• Manage change• IEG funding• Within existing capacity• Contact centre programme

– Year 1– Street scene & Benefits– Year 2– Revenues & Planning– Year 3– All other services


Provisions

• High level commitment• Bag full of technology

– Northgate Front Office (CRM)– Anite Images@Work– SwiftMap GIS


Provisions

• BPR– “is the fundamental rethinking and radical

redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service,

and speed.”


BPR Examples

• Toyota – Kaizen & Jidoka

– The day-to-day improvements that Members and their Team Leaders make to their working practices and equipment are known as kaizen. But the term also has a wider meaning: it means a continual striving for improvement in every sphere of the Company’s activities

– In Japanese ‘jidoka’ means automation. At Toyota it means ‘automation with a human touch’.


BPR Examples• Complaints

– Paper system– Inaccessible– Inefficient– Not hitting targets– No learning/feed back loop

• CRM & DIP to– Improve performance 40% to circa 90%– Increase access

• Visibility, sharing information, reducing “dead time”– Learn

• Feedback into process


BPR Examples1 2


BPR Examples3 4


BPR ExamplesWOCAS – “What Our Customers Are Saying”


BPR Examples

• Planning– Restricted “duty desk service”– >30% of calls answered– Shortage of “professional staff”– Not hitting targets (not getting PDG!)

• CRM & Parsol to– Improve performance to circa 90%– Keep Planners Planning– Add capacity


Will display constraintsAnd populate CRM


BPR Examples• Fly tipping – avoiding duplication

– Key issues– Where is it - duplicates?– Land in council ownership – wild goose chases!

• CRM with GIS integration to & improved the service for customer & back office– Getting it right first time– Empowering staff– Cost savings – 3,000 incidents per year, average duration of call

reduced by 30 secs, cost of call handing reduced, calls answered improved, improved pick up rate of hit squad (cost per visit of hit squad -circa £40)


The CRM form is completed for the flytipping incidentand this button is then selected to invoke the GIS browser based system


The link from the CRM process displays an initial map including toolsto capture information


A point is plotted on the mapshowing the location of the flytipping incident

The CRM system reference and date are passed to themap

The contact centre operativewill press this button if satisfiedthat the details are correct


The information relating to the map is showntextually and can be linked to a non-GIS database in order to display, for example,what action was taken by a contractor


BPR Examples (To do list!)

Original Receipt to Customer Copy of receipt

1st copy 2nd Copy 3rd Copy

Customer TakesReceipt

Pay in Person

The member of publicreceives the 1st copy

Cashiers Match UpTicket

Customer MakesPayment

Payment made at Cashiers

Post Received by SecAsst

Take Payment toCashiers

Pay by Post

Returned to SecAssistant

Log on Spreadsheet

A photocopy is sentto Cashiers

The 2nd copy is givento SecretarialAssistant

Fixed Penalty Noticeis Issued

Details logged tospreadsheet

3rd Copy of the noticeis kept in the originalbook

How Payments Can Go Missing – Environmental Health

When a Fixed Penalty Notice is issued (1), a photocopy of the ticket is sent to the Cashiers via the internal mail (2). When the customer arrives to pay with the original ticket (3), the cashier must match up the payment with the photocopied ticket (4), attach a receipt and send it back, via the internal mail, to the Secretarial Assistant who keeps track of who has and hasn’t paid (5).

Sometimes tickets returned by cashiers, with a receipt attached, get lost in the internal mail. A record of payment was not made by the Secretarial Assistant and the customer subsequently received reminders about the unpaid ticket.

Proposal: Improve issuing and tracking of all types of payments by using workflow


BPR Examples (To do list!)Forms Issued In Triplicate – Parking Services

The temporary parking permit is provided to residents whilst they await the issue of their full permit. The temporary permit is a triplicate carbon form. The white copy (1) is given to the customer to display in the vehicle. The yellow copy (2) is sent to parking services along with a list of the permits that have been issued during the day. Parking services keep an archive of these forms. The blue copy (3) is also placed in an archive and kept in the basement at Tonbridge Road.

Proposal: The proposal is to use CRM technology to electronically hold the details of those residents who have been issued temporary permits. Savings would be made through eliminating;

•the need to store copies of issued permits•sending copies of permits through internal mail•printing books of temporary permits

White copy of form isgiven to customer

Yellow copy of form issent to parkingservices

Cashiers issue atemporary permit

Cashiers takepayment for theapplication

Copy proofs andcheck form

Photocopied proofsare stapled to form

Customer atreception withresident's parking

The blue copy of theform is kept atcashiers

The copies are keptin an archive atTonbridge Road

Hand original proofsback to customer

The Proofs and Formare sent to ParkingServices


The Lessons• We’d forgotten our business• Customer forgotten in the process• Little or no learning• Need to think corporate• Need to act corporate – the wider change

agenda• The importance of information• ICT as an enabler• The need to measure


The Destination

• Competitiveness– Increased efficiency– Brand

• Radical change?– System think

• Public Relations– Meeting Expectations– Building trust


Tesco.com• Over 4 m delivers per year

– half customers weren’t previous Tesco patrons

• Started small in 1996• Quick picks

– 6 zones– Pickers have wireless touch pad fitted to rolling cart– Optimal route, 30 secs per pick, working on 6 orders at a time,

assembled in back room, cost about £4 (offset against checkout costs)

– Average order 64 items, more profitable lines (higher margins)– Charge for delivery

• Radical change?


Time for a change?


The End

leveraging efficiency gains by transforming a customer services … · 2011-02-17 · oct 2005 time...

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