End to End Operation improvement project

The problem:

The Customer Service Division – Policy Department were struggling to keep pace with an ever increasing workload. Prior to blackswan engagement there only answer to increased volumes was overtime / hire additional resources – neither of which were viable long term strategies.

The Solution:

The current state map developed during our analysis diagnostic phase showed a number of key process deficiencies, high amounts of non value adding work / duplication, low employee morale, virtually no supervisory control and very poor customer service.

All could be addressed via the implementation of the proposed future state model – We aligned to customer demands with improved process flows and visual controls. All work was aligned to customer demands.

A pareto approach was developed to training new resources so as to ensure they became value adding as soon as possible. A simple end to end management control system monitoring response times and other key performance indicators was developed which enabled management to see trends / variations in work demands and better manage off schedule conditions. The project enabled the department to complete larger volumes of work in shorter lead times with fewer numbers of resources

Post the success of the project in the project was extended to include the whole Customer Service Division unit (7 departments – including the development of a new one to one cradle to grave service team) and was subsequently rolled out to non CSD departments – HR Support services and Sales and Marketing

Project achievements

• Direct headcount numbers were reduced by 22 (34% H/C reduction)
• Business demand grew by 27% meaning a cost avoidance of 20 resources (based on pre project forecasts)
• A total headcount saving of 42 or a financial saving of €2.1M.

Project ROI of 10:1