“Our company has been using Lean in the manufacturing area. I am responsible for engineering design and development processes. I wanted to see how I could use the lean principles in my area. Shelley provided a nice balance between a high level overview and practical tools in the two day class, so that I walked away with many applications. We have already started eliminating waste, taking out time, duplication errors, and multiple touch points at our 6 technical centers. I estimate that the efficiencies will save us $1,000,000.”

Bob Niklewicz
Vice President, Engineering
Tegrant Corporation

 

Case Study

Providing What Clients Want: Both Personal and Efficient Customer Service

Industry: Healthcare

The Situation
Clients were complaining about frequent service problems. As customers saw it, problems were assigned to one rep and then bounced to another support person. Their issue could go down a black hole, and problem resolution extended long after agreed completion times. The company was worried about retaining customers.

Ideas and Involvement
We put together a cross functional team of call center, client service specialists, and account managers with their management. Together we analyzed two key jobs handling service problems, and studied multiple client entry points to the company. We also reviewed the ‘good and the bad’ of the automated case tracking and identified best practices in account management.

Impact
We separated the roles of the account manager and customer service manager, the first moving to a proactive strategic role and the second to a daily operational excellence role. We set up a one touch system that allowed customers to get live phone service immediately. Clients loved it! We built rules into the automated tracking software to service clients vs. passing the buck. In three months we annihilated the backlog of 400 problem cases, eliminating customer issues.

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