2012 Skills Based Summit - Cummins, Customer Support Excellence: Customer …
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The document outlines a session agenda on customer support excellence and experience process mapping at Cummins Inc., detailing their initiatives to enhance customer loyalty and satisfaction. It discusses the importance of viewing processes from the customer’s perspective and identifies practical examples, such as fast food ordering and Black Friday shopping experiences, to illustrate areas for improvement. The goal is to uncover hidden steps and opportunities for measurable enhancements in service quality.
2012 Skills Based Summit - Cummins, Customer Support Excellence: Customer …
- 1. Customer Support Excellence Tools “Customer Experience Process Mapping"
- 2. Session Agenda Cummins Inc. Overview Customer Support Excellence Customer Experience Process Mapping 2 10/22/2012
- 3. Cummins Inc. – Who We Are SALES / EARNINGS In 2011, Cummins earned $1.8 billion on sales of $18 billion 3 10/22/2012
- 4. Customer Support Excellence Customer – Internal - staff, board members, volunteers – External - clients, funders, government agencies Support – Services, goods, information that satisfy customer needs Excellence – Best in class 4 10/22/2012
- 5. What Is Customer Support Excellence? Company-wide initiative View products and processes from the lens of the customer Understand what needs improvement Prioritize projects Make measurable improvements Be the first choice of customers Build long lasting customer loyalty 5 10/22/2012
- 6. The Customer Experience Processes “Everything Speaks” “Lens of the Customer” Environment Customer Delivery “Set Customers and Employee “Create a WOW” up for success” Processes 6 10/22/2012
- 7. Customer Experience Process Mapping From the Lens of the Business: Greet the Diagnostics Payment Repair Invoice customer and Quote Decision From the Lens of the Customer: Arrive at Accept Pay and Wait Wait Dealership Quote Leave 7 10/22/2012
- 8. Customer Experience Process Mapping Fast Food Ordering Process (Step 1 and 2) – List out process steps in each block – Identify block that have immediate area of opportunity 1 Customer 2 Customer 3 Customer enters reviews the waits in line restaurant menu Customer 6 Order is 5 waits for 4 Customer places the prepared order to be order ready 7 Customer 8 Customer 9 Customer notified the picks up leaves order is ready order restaurant 8 10/22/2012
- 9. Customer Experience Process Mapping Fast Food Ordering Process (Step 3) – Evaluate between mediocre service and excellent service Block Mediocre Service Excellent Service Number 1 Unclean floor Bright and clean décor, Door Greeter 2 No pre-defined queue lines First in First Out System, or First In First Out system Minimal waiting time 3 Menu fonts are too small, Menu is available in Menu not well-organized pamphlets form. Menu is well-organized and divided into sections 9 10/22/2012
- 10. Customer Experience Process Mapping Fast Food Ordering Process (Step 4) – Identify improvement areas – Determine improvement strategy Block Improvement Person Implementation Number Recommendations Responsible Date and Actions 1 Adherence to cleaning Restaurant 12/1/12 schedule Manager 2 Setup a First In First Shift Manager 12/12/12 Out Queuing System 3 Pamphlets available Franchise 12/18/12 along queue line Owner 10 10/22/2012
- 11. Exercise Consider the process of “Black Friday Shopping” after Thanksgiving holiday. – Step 1: List Process Steps in each block – Step 2: Identify blocks that have immediate area of opportunities – Step 3: For each block identified in Step 2, describe what would be considered mediocre service versus excellent service – Step 4: Choose one or two processes to work towards improving customer experience and determine improvement strategies 11 10/22/2012
- 12. Customer Experience Process Mapping Black Friday Shopping Process (Step 1 and 2) – List out process steps in each block – Identify block that have immediate area of opportunity 1 Customer 2 Customer 3 Customer wakes up at review Ads finds parking midnight 6 Customer 5 Doors open 4 Customer finds item to to store stands in line purchase 7 Customer 8 Customer 9 Customer stands in line checks out leaves store to check out 12 10/22/2012
- 13. Customer Experience Process Mapping Black Friday Shopping Process (Step 3) – Evaluate between mediocre service and excellent service Block Mediocre Service Excellent Service Number 4 Customers stand in cold Heater provided or line is formed inside the store 7 Customers stand in line for Fast Check out system in up to 3 hours. place 13 10/22/2012
- 14. Customer Experience Process Mapping Black Friday Shopping Process (Step 4) – Identify improvement areas – Determine improvement strategy Block Improvement Person Implementation Number Recommendations Responsible Date and Actions 4 Realign layout to allow General 11/16/12 customers stand inside Manager store 7 Utilize smart phone IT Manager 11/09/12 technology to speed up check out process 14 10/22/2012
- 15. Summary Benefits of Customer Experience Process Mapping: – Visualize the current process through the lens of the customer – Enable your organization to capture and understand the real experience of the customers – Uncover hidden steps – Identify improvement opportunities 15 10/22/2012
- 16. Take Aways Identify one improvement opportunity in your organization What are the hidden process steps? How do they impact your clients, staff, funders, volunteers? Who are your best allies in helping to improve the process? 16 10/22/2012
- 17. Customer Support Excellence Tools Thank You
Editor's Notes
- #6: Cummins Support Excellence at Cummins
- #7: In the Through the lens of the customer work that we will discus today, this model is used to define the basic concepts of a) looking through the lens of the customer, b) everything speaks, and c) creating a wow for the customer.(click) This model supports the overall CSE goal of creating profitable customer loyalty, beginning with the customer at the center. By looking at all of our work from the customer’s viewpoint, we better understand where to make improvements.(click) Everything Speaks helps everyone understand that the physical environment says a lot to customers about how much we care about them. (click) Creating a wow establishes the expectation on how we deliver support to our customers, and,(click) we set customers and employees up for success by systematically improving customer-facing processes. A key focus for many of the CSE projects, and all of the cross-BU initiatives aims to improve customer-facing processes, while the Through The Lens of the Customer project broadly aims to create the right environment by focusing on ten key leadership actions.
- #9: Briefly review the steps with the class. Step 1: High level process map or 50,000 foot mapStep 2-4: Detail process map
- #10: Briefly review the steps with the class. Step 1: High level process map or 50,000 foot mapStep 2-4: Detail process map
- #11: Briefly review the steps with the class. Step 1: High level process map or 50,000 foot mapStep 2-4: Detail process map
- #13: Briefly review the steps with the class. Step 1: High level process map or 50,000 foot mapStep 2-4: Detail process map
- #14: Briefly review the steps with the class. Step 1: High level process map or 50,000 foot mapStep 2-4: Detail process map
- #15: Briefly review the steps with the class. Step 1: High level process map or 50,000 foot mapStep 2-4: Detail process map