Post on 27-Aug-2018
transcript
Roadmap Toward Operational ExcellenceSuccess Story
Piotr Machowski
Acting Chief Operating Officer, UPC Poland
6th Customer Contact 2012 Europe, 11th June, Amsterdam
V120512-01
6th Customer Contact 2012 Europe, 11th June, Amsterdam
Piotr Machowski, Acting COO, UPC Poland
Roadmap Toward Operational Excellence
Key Take-Aways:
• An example of an effective Innovation Program for employees
• A practical framework for using voice of customers and closing the continuous improvement loop
• A case study of a BPM technology that helped to improve customer satisfaction and decreased operational costs
Switzerland
Slovakia
Puerto Rico
AUSTRALIA
THE AMERICAS
WESTERN EUROPECENTRAL AND
EASTERN EUROPE
Chile
Ireland
Belgium
Poland
AustriaHungary
Romania
Netherlands
Germany
Czech Republic
• 33,2 million homes passed
• 19,5 million customers
• 32,8 million services (18,4m video,
8.2m internet and 6.2m telephony
RGUs) LGI Annual Report 2011
Liberty Global the second largest cable company in
the world
3
Agenda
�An example of an effective Innovation Program for
employees
�A practical framework for using voice of customers and
closing the continuous improvement loop
�A case study of a BPM technology that helped to improve
customer satisfaction and decreased operational costs
4
Simplified business process model
5
Product Dev, Marketing
Sales
Customer Services
Strategy
Resources
Cu
sto
me
r n
ee
ds
Cu
sto
me
r n
ee
ds
Improvement design and building blocks
6
Operational ExcellenceOperational Excellence
Customer Centric CultureCustomer Centric Culture
En
ab
lin
g I
TE
na
bli
ng
IT
tech
no
log
y
Fe
ed
ba
ck f
rom
Fe
ed
ba
ck f
rom
cust
om
ers
Inv
olv
ed
Inv
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em
plo
ye
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Voice of Customers
7
This you know from internal KPIs
This you mayknow from your customers
Satisfaction Research Processes in UPCPL
8
Close
the
Loop
Listen
ACT
• Started in April 2010
• In operation since Nov 2010
• 3 processes:
• Listen – select customers,
ask for feedback
• Close the Loop –
identify complaints
left in feedback
• Act – analyze feedback,
pass results to CSRs, look
for trends and root
causes, recommend,
approve and implement
improvements
The research process
• Every day measures 5
Customer Services
processes at UPC-PL
(transactional)
• Once per month measures
overall satisfaction of
UPCPL customers
(relational)
• 7000 – 8000 of answers
every month
• E-mail/www and IVR
• Automated
• Third release of process9
ListenInstallation (2011)
Walk-in-office (2010)
Correspondence (2010)
Call to CC (2010)
Technical Service (2012)
CS processes measured:
Identify
events
(CRM)
Ask for
feedback
Collect and
correlate
feedback
Identify and fix errors
• Every feedback left by
customer is analyzed by
quality consultant
• Every complaint is picked-up
and queued in Complaints
Management Process (same
as for traditional CS contact
channels)
• Complaints processing is
monitored
• Every feedback is categorized
(tagged)
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Close
the
Loop
Listen
Manual analysis
Complaints
Management
System
Categorization
(positive & negative
contexts)
Pass feedback to CSRs and managers
• All results are delivered to
supervisors weekly (split by
teams) and used for coaching;
customer feedback is passed to
front-line CSR “responsible” for
contact
• All results are analyzed by
Quality Assurance Team
specialists. Monthly report is
presented to CS directors
together with
recommendations drawn from
the analysis.
11
Listen
ACT
CSRsLeader
Directors, QA
Process improvements
Reports
Customer comments – categories
12
0 20 40 60 80 100 120
Paleta usług [Poz]
Paleta usług [Neg]
Problemy techniczne [Neg]
OBOK [Neg]
Instalacja [Neg]
Instalacja [Poz]
Kontakt z UPC Ogólnie [Poz]
Cennik koszty [Poz]
Promocje [Neg]
Cennik koszty [Neg]
Kontakt z UPC Ogólnie [Neg]
Proces sprzedaży [Neg]
0
1
2
3
4
5
6
7
8
9
10
VoC – technical overview
13
Phase 1Nov’10 – May’11
Phase 2Jun’11 – Nov’11
Phase 3
Feb’11 >
IT Telecom
Marketing
IT Report Team
MSSQL Q&D
NPS DB
Contact Data
Gathering ETLs
Results
Gathering
ETLs
MassMailing
Results @
Distribution
ETL
Superiors
WIZARD, BPM
Sharepoint (INTRANET)
Reporting ServicesQ&D
Reports
Publishing
ETL
upc.pl/ankieta
MySQL
Interactive Media
Spec
CustomersResearch results
Customers
BPM
TTA DB
Cases
registering in
BPM ETL
Invitation
distribution
ETLs
Voice of Customers - lessons learnt
14
1
2
3
4
5
Make it simple – max 5 questions. Ask open questions.
Communicate your findings and successful improvements.
Design the back-office process (analysis and complaints).
Share customer verbatim feedback. It is powerful.
Build a team. Support business process owners.
To do:
Don’t do:
� Set up a program without senior management support.
� Setup questionnaire without business process owner.
� Ask too many customers for feedback.
Involved employees
15
Involved employees – innovation program
16
2705 submitted ideas 2705 submitted ideas
365 rewarded (13%) 365 rewarded (13%)
321 implemented so far 321 implemented so far
In 2006 we launched an Innovation Program
„I have an idea” for all UPC employees.
Results up to date:
Participants
– 41% of all employees came up with at least one idea, many
employees with several.
– Customer Care personnel submitted 87% of ideas (and no
wonder, they know best what customers’ pain points are…).
17
Customer Care
first line 77%
Customer Care
back office10%
Sales & Marketing
5%
Technical6%
Other2%21-61 ideas
1511-20 ideas
40
6-10 ideas70
2-5 ideas220
1 idea216
Categories of implemented improvements
18
Customer Care processes
73
IT Systems81www.upc.pl
39
Products36
Billing & Collections
20
Installation & technical service
18
Administration17
Other10
Gathering
opinions
Preliminary
reviewDECISION
CommitteeManagers,
Specialists
REWARD
UPC PL
Intranet
COMMUNICATIONABOUT WINNERS
Back Office Process
Rules and
regulations
Back Office Team
Sponsor Project
Manager
IMPLEMENTATION
UPC
employee
19
Innovation Program - lessons learnt
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1
2
3
4
5
Provide fair evaluation, financial rewards and recognition.
Encourage feedback and listen to your innovators.
Design the back-office process.
Identify business sponsors.
Build a team that manages program.
To do:
Don’t do:
� Set up a program without senior management support.
� Let people wait long for any feedback on their ideas.
� Manage implementations in an ineffective manner.
Enabling technology
21
Enabling IT technology – BPM platform
Why Business Process Management platform is enabling:
– Requires business discussion about process before
development begins
– Automates routine functions
– Enforces standard processing of every case/incident/iteration
– Helps process owners to take ownership of their process,
e.g. provides instant process metrics (KPIs)
– Is relatively easy to change (frequent process improvements)
Almost any workflow enabled tool will provide
those benefits.
22
BPM implementation – correspondence
Before:
– Old correspondence handling system, expensive to
maintain and to modify, performance problems
– Information about handling ‘hidden’ in silos
– Almost no metrics
After:
– Redesigned correspondence handling process, agreed KPIs
– Information easily accessible for all CSRs
– Instant access to process metrics (manager & CSR level)
Result:
– Complaints handling time decreased by half
– Retention process triggered automatically23
Email recognition system – success fee
Before:
– Email registration manual, delays, errors, increasing cost
– Delayed handling due to missing information
After:
– Brand new technology, young and academic vendor,
no good criteria to approve delivered solution
– Significant % of payment after business goals are met
– Smooth cooperation despite change of requirements and
schedule overrun by 100%
Result:
– 98% of incoming mail properly auto-recognized
– Email handling time decreased by half
24
Enabling IT solutions: BPM - lessons learnt
25
1
2
3
4
5
Use process-aware tools to improve your processes.
Start with business area which is ready for change.
Share success criteria with your vendor.
Review business process before building requirements.
Prepare for changes.
To do:
Don’t do:
� Use most sophisticated tools from day one.
� Let “traditional” IT personnel to manage BPM project.
� Underestimate growth of volume of transactions.
Improvement design and building blocks
26
Operational ExcellenceOperational Excellence
Customer Centric CultureCustomer Centric Culture
En
ab
lin
g I
TE
na
bli
ng
IT
tech
no
log
y
Fe
ed
ba
ck f
rom
Fe
ed
ba
ck f
rom
cust
om
ers
Inv
olv
ed
Inv
olv
ed
em
plo
ye
es
Thank you for your attention
Questions?
Piotr.Machowski@upc.pl
+48 600 488 592