Lean service2
- 1. Lean in the Service Industry kinetik solutions April 2014 Version 2 Kinetik Solutions Ltd Registered in England & Wales, No 6067771 Registered Office 86-90 Paul Street London EC4A 2NE VAT GB 839 9186 67 www.kinetik.uk.com bebetter@kinetik.uk.com 020 3397 0686
- 2. - 2 -Confidential not to be used without consent The Service sector faces twin challenges of improving total customer service and managing costs • Customer are demanding service excellence: – Poor customer experience costs the economy £15.3 billion – Oracle Report notes that 81% of customers would be willing to pay more in order to receive superior customer service – Sage UK reports that 53% of UK businesses believe that customer service has become more important over the past 12 months • Huge variety of product and ‘special cases’ which seems to make creation of standard flows and processes ‘impossible’ • Employees in the industry work at different levels of competence.: – Lack knowledge or initiative to solve problems relative to customer expectations – Silo Environments exist : Individual Problem experts rather then Process experts • Efficiency is poor, with high levels of rework in Back Office Services – Up to 20% of work done is non value added or rework Resolving Customer requirements seems to be in direct conflict with reducing costs! • Social media is becoming a platform in which informal reviews are made widely accessible: – 46% of customers aged 24 and below use social media to air their grievances (notes Ratuken’s report) (Source: http://www.businesszone.co.uk/blogs/andyhanselman/compete-or-get-beat/25-customer-service-statistics-2012-help-you-2013)
- 3. - 3 -Confidential not to be used without consent Lean Solutions developed over 20 years in ‘industrial’ environment are easily transferable to Service Industries Effect on Service Flow Customer SatisfactionLean/Agile Methodology Eliminate waste in process flow Consistent Outcomes Reduce Lead Time & Batch Size of work Capacity Plan and tailor to customer demand Less Work in Progress Fast Response to External Change Reduced Double Handling Fast Turnaround time Standardise discrete work in process flows Create and Destroy Works Streams to fit customer needs Create multi functional high competence teams Reduces Stress on Team Receive Claim Waiting Pile Process Claim Pass to Expert Customer Query Recheck Cost Reduction OutcomesofLean andAgile Customer Customer No value added
- 4. - 4 -Confidential not to be used without consent Phase 1 Assessment Phase 2 Design Future State Phase 3 Roll Out Implementation Project n n Blue Print of Change Design Future State Wave 1 Wave 2 Wave 3 Wave 4 5-6 weeks 2-4 months 6-18 months • Our approach is based on our proven methodology that generates immediate benefit Training & Knowledge Transfer Sustainability Lean Change does not need long analysis, strategy and planning before commencing. Pilot DEVELOP QUICK WINS The approach is based on early ‘quick wins’ and a phased approached to implementation
- 5. - 5 -Confidential not to be used without consent • Credibility for Change • Shared Knowledge • Pragmatism in Journey • Focus on learning and moving forward • End to End Customer Service optimised • Sustainability Strong Sponsor: ‘walks the talk’ Rapid transfer of Skills Holistic Team Learning by Doing Selective in Tools of Implementation Focus on End to End Process Customer Involvement in change Several Critical success factors will ensure long term value realisation for Lean
- 6. Consultancy profile • Established in 2007, kinetik solutions delivers complex change for large organisations in the public and private sectors. • Our team consists of highly experienced consultants, each with over 10 years change management experience in blue-chip organisations or a ‘big 4’ management consultancy. • We continually invest in learning to offer the latest thinking in transformational change to our clients. We run regular public events on Lean learning for our NHS clients, and are members of: - Lean Enterprise Group - Deming Alliance - Enterprise Thinking Group - Operational Excellence Group
- 7. - 7 -Confidential not to be used without consent The kinetik team Ketan Varia Rob Worth David Thomson Alan Clark Maria Gilgeous Operational Strategy, Transformative Change Process Excellence, Lean, Six Sigma Process Improvement, Lean, Technology Change Management, Organisation Learning Process Innovation, TRIZ, Six Sigma Process Improvement, Systems Thinking, Training Lean, Six Sigma, Training and Coaching Operations Design, Supply Chain, Lean Ian Robertson Herald Voorneveld Paul Frobisher
- 8. Our solution areas • Complex Transformation Programmes We make change happen in a sustainable way • Operational Design and Improvement Strategic design for complex processes and their implementation • Systems Implementation Integrating process and IT change to achieve operational effectiveness • Facilitated Workshops Fast, informed decision making, from strategy to continuous improvement • High Performance Teams Creating shared purpose and commitment for superior outcomes
- 9. We work with a range of clients