Customer Insight Driven Service Improvement.

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  1. 1. GPS Management Team: In Touch Sessions October 2013 Guinness Primary Corporate Objective: Increase Customer Satisfaction to 85% Customer Insight Driven Service Improvement Jason Hickson Strategy and Research Manager Strategy and Communications
  2. 2. GPS Management Team: In Touch Sessions October 2013 About Me: Im a researcher, I do surveys Context: Guinness New Structure/System Approach: Customer insight driven service improvement: Voluntas DMAIC approach Voluntas Lean workshops Findings and Learnings: Improving the process Agenda *Figures are based on GNC data only, but figures are at similar levels in each division
  3. 3. GPS Management Team: In Touch Sessions October 2013History/Divisions of The Guinness Partnership Northern Counties Housing Association (2008) Guinness Trust (1890) Parchment Group / Hermitage Housing (1992) Midsummer / Milton Keynes Housing Association (2006) Avondown Housing Association (1991) Clapton Community Housing Trust (2001) William Sutton Housing Alliance + Ujima Housing Group (2001) The Riverside Partnership Riverside Housing Group, the Regenda Group and the Liverpool Housing Trust Gloucestershire Housing Association
  4. 4. GPS Management Team: In Touch Sessions October 2013New Guinness Functional Structure (Nov, 2014) Customer Facing Functions Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985) Asset Management (Surveyors) InternalDLO Contractors Customer Services Property Services Strategyand communications New Single Core System - April 2015 Human Resource Finance IT Procurement
  5. 5. GPS Management Team: In Touch Sessions October 2013 Overview: Guinness Customer Insight Driven Approach to: Repairs Service Improvement
  6. 6. Voluntas suggested: DMAIC = Structured Approach DMAIC is a tried and trusted method to deliver sustainable improvement in an existing process Define the problem (map the process) Measure what is currently happening Analyse this data to identify areas of waste and inefficiency Improve the current process Control the improvements to ensure their sustainability
  7. 7. Guinness Approach to: Defining the problem: Repairs 1. Customer satisfaction survey INSIGHT: Repairs is the main driver of satisfaction 2. Customer Complaints Analysis - Repairs 3. Customer Journey Mapping - Repairs Qualitative research with customers Quantitative repairs surveys 4. Internal Repairs Process Mapping - Repairs Voluntas stakeholder workshops (Lean)
  8. 8. Communication (304) Speed (294) Appointment (65)Quality (87) Define - Repairs Complaints Analysis/Themes
  9. 9. GPS Management Team: In Touch Sessions October 2013 Define Customer Journey Map (part 1) Responsive Repairs Tracker Survey
  10. 10. GPS Management Team: In Touch Sessions October 2013Sustainable Service Improvement Three elements help make improvement sustainable Staff Behaviour SystemsProcess Good Satisfaction ?
  11. 11. GPS Management Team: In Touch Sessions October 2013 So what next? Internal Process Mapping
  12. 12. GPS Management Team: In Touch Sessions October 2013Lean Repairs Process Mapping Define the problems Vb Value to the Business (Guinness) Vc Value to Customer VconValue to Contractor NW Necessary Waste WW Unnecessary Waste
  13. 13. GPS Management Team: In Touch Sessions October 2013 Extract: New process map including Service Failure points
  14. 14. GPS Management Team: In Touch Sessions October 2013 So what next? Measure
  15. 15. The DMAIC Approach Define the problem (map the process) Measure what is currently happening Analyse this data to identify areas of waste and inefficiency Improve the current process Control the improvements to ensure their sustainability Project Paused Single Core Systems
  16. 16. GPS Management Team: In Touch Sessions October 2013 How do we improve DMAIC execution?
  17. 17. GPS Management Team: In Touch Sessions October 2013 Learnings so far Timing: Wait until measurement tools are in place Resource: Allow the project team time (from day job) Organisation: Reconfigure and integrate resources
  18. 18. GPS Management Team: In Touch Sessions October 2013 A firms ability to. .. reconfigure and integrate its resources (Teece et al., 1997) Theory: Key to Sustainable Success .. effectively organise and reorganise its resources (Barney & Hesterly, 2011)
  19. 19. GPS Management Team: In Touch Sessions October 2013 Customer Journey is cross-functional Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985) Asset Management (Surveyors) Contractors Customer Services Property Services Strategyand communications Repairs Customer Journey Touch Points Complaints Human Resource Finance IT Procurement
  20. 20. GPS Management Team: In Touch Sessions October 2013 Service Improvement is cross-functional Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985) Asset Management (Surveyors) Contractors Customer Services Property Services Strategyand communications D M A I C Procurement IT Finance Human Resource
  21. 21. GPS Management Team: In Touch Sessions October 2013 I have a question for you: How does your organisation improve cross- functional customer service? Unconference Session Option: Re-organising and re-integrating resources to deliver insight driven service improvement'