Post on 12-May-2015
description
Achieving improved performance through learning
how to tackle the right problem
Hendrik Ascheberg & Steve Maddocks
www.vanguard-deutschland.de
AGENDA
1. Solving the wrong problem can lead to bad performance
2. Thinking governs performance: Some theory about problem solving
3. Theory in action: Financial Service Case study
4. Framework to take action
5. Questions & Discussion
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Solving the wrong problems can lead to bad performance and higher costs
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To Düsseldorf… …via Amsterdam
…a customer experience
www.vanguard-deutschland.de
Performance
System
Thinking
Thinking governs performance
• Customer is unhappy, problem not solved
• Staff are frustrated, unhappy, cannot help and become disengaged
• Airline spends more money €€€
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• Standards reduce or control cost
• Customers would rip the company off
• We need to have control & consistency
• Management know, what the customers want
• We don´t trust our staff to make decisions and solve problems
• Standards/Procedures
• Service Levels
• Regulations/Audit
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Thinking governs performance
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Performance
System
Thinking
Seddon/Argyris
AnalysisAction
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Financial Service Case study
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Purpose: Help me financemy car!
• Service Level:
– Response within 5 days
– <10% abandoned call rate
• Back-office
• Allocating work through
– IVR – Interactive voice record (Press 1, if…)
– Mailbox
• Transactions doubled
• Transactions trippeled
• Demand Amplification & backlog
• Failure demand
• Transactions 4x
• Transactions 5xIVR
www.vanguard-deutschland.de
Why did the system perform this way?
• Allocation of work
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Performance
System
Thinking
Functionalisation
• Leave your brain at the door: simple repetitive tasks
• Specialist can do things faster
• Increase in transactions: 20% one stop capability
• Demand Amplification & Backlog: 3 month
• Failure demand: 60%
• Service Level: <10% lost call
Targets
•Back-Office
• Targets motivate people to work harder
• Targets increase efficiency
www.vanguard-deutschland.de
What was the consequence of changing thinking?
• Mails waiting in back log: 3 month
• Staff were fire fighting
• Plan to recruit additional staff
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Performance
System
Thinking
• 5 functions
• 14 mail boxes
• Targets (10% abandoned call rate)
• 1 function
• 1 mail box
• Measures to learn and improve (value/ failure; one stop capability)
• No back log
• Staff morale went up
• Existing staff took over new demands and proactive work
Before:
• Focus on Productivity /Activity
• Functionalisation leads to better efficiency
• Targets lead to higher Performance
After:
• Focus on value work, act on failure
• Design against demand: Expertise to the front
• Eliminate waste and optimse flow
• Managers act on the system and engage staff in problem solving
www.vanguard-deutschland.de
How can you challenge thinking?
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If you don´t challenge your current thinking…
…you solve the same old problems the same old way.
If you challenge your thinking….
…you solve different problems.
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Thank You!
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www.vanguard-deutschland.de
www.vanguard-method.com
Interested to learn more?
www.vanguard-deutschland.de
Back-up
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The secret
• Rational
• Coercive
• Normative
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What other traditional options do we have to solve the problem?
• New IT: Workflow management, CRM
• Outsourcing
• Paid telephone hotline
• Improvement tools
– 5s
– Kanban
– Visual methods
– Etc.
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