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UK Voice

20 th February 2012, 10am -11am. UK Voice. Agenda. Walk through our approach to derive ‘True North’ Voice of customer perspective and ‘As is’ evaluation Voice of the business perspective and ‘As is’ evaluation Voice of our people perspective and ‘As is’ evaluation

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UK Voice

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  1. 20th February 2012, 10am -11am UK Voice

  2. Agenda • Walk through our approach to derive ‘True North’ • Voice of customer perspective and ‘As is’ evaluation • Voice of the business perspective and ‘As is’ evaluation • Voice of our people perspective and ‘As is’ evaluation • Conclusions, insights and comparison to the 5 lenses • True North • Approach to drive towards True North – UKV Circle of Opportunity • Opportunities and benefits • Target Condition 1 • A view of the things we will progress in parallel to drive towards our potential target condition 2

  3. What do our customers want of UK voice? • Robert Cole , GS ,Head of Customer Satisfaction • -Timely, professional, informed and empathetic customer handling by phone, email and on-line • Accurate capture of customer requirements including instructions to apply to all orders • Keep customers informed during order process • Jeopardy management in order process • Delivering right first time, measured against Customer Required Date and First Promise Date • Handling and resolution of escalations and expedites and root cause analysis of underlying issues • Bruce Carter , Retail , Director of Customer Experience • BTBVOC in BTB is measured by event and is NPI and Agent satisfaction. We use Fizzback across all interactions and would like to extend this now through the supply chain • Cycle time  - end to end • ELF • Jeopardy management (use of PPR) – recover before you fail • Never fail twice – stop highly extended issues involving multiple engineers, equipment changes etc by fielding an A team on 2nd repeat • Massively improved KCI’s – all BT speak with one voice • Common measures between MFU and operate – ie we either all win or all fail. At the moment the measures can show everyone in BT doing brilliantly and the customer failing • Delivery measured end to end and on the customers terms (Customers First Promise Date) • Driving additional leads and business from every interaction. RFT, CT, KCI, Predictability, Co-ordination

  4. Voice of the Customer What the customer requires from our processes …

  5. As-is Process Results The key service and cost data from our analysis.... Lots of opportunity.......

  6. Voice of the Business- key drivers What the business requires from our processes …

  7. Voice of the people- headlines • Within UK voice we are starting with strong people engagement, high EEI and PCI scores • There are areas for focus our people recognise and want to address, • Inefficient organisation – focus on traded organisation structure has sub- optimised our delivery capability • Uneven workflow • Whilst we have job description these could be more standardised • Our managers want to devote more time to their teams • There is a high % of ‘checking’ and ‘rechecking of peoples work creating a lack of ownership of work quality.

  8. True North • Deliver on time the end to end service and updates that our customers need, utilising waste free processes that ideally require zero touches and deliver zero defects through people that are engaged, valued and equipped to continually improve the effectiveness of our service delivery activity. Voice of the customer Voice of the business Voice of our people

  9. As-is Insights and Observations • Our work is organised around the trade models rather than by common activity types. • We have 2 broad work areas as shown on the slide below Straightforward Orders (PSTN) Complex Orders (Switch,ISDN30) Customer projects • High volume • Straightforward • Repeatable • Low volume • Complex • New products This leads to a need to industrialise the high volume products to optimise cost and service whilst focussing on standardising the complex activity as much as possible to boost service levels and minimise costs

  10. UK Voice – Circle of Opportunity Unclean Complex Orders Re-skill Standardise We will achieve the UK voice purpose by continuously improving the delivery of customer orders that are currently complex or unclean until they become straightforward and only require manual intervention by exception or by customer choice / design. Clean Simple Orders Clean Complex Orders Industrialise

  11. List of opportunities & benefits The opportunities that will have the greatest impact in the next 12 weeks have been identified …

  12. So why these things in particular? Put the customer at the heart of what we do. This will make sure that our improvements are the right things for our customers and importantly they are what our customers want. Improve your job and make it easier to do. The things identified will help cut out inefficiencies, help to remove duplication and remove unnecessary handoffs. Improve the way we work together within our teams and across BT Create a better place to work because we will all be focussed on working together delivering the right things for our customers and the business Help us all to build a better business and to allow us to take on new business, helping BT Operate and BT grow.

  13. Managing our performance Making processes more efficient Listening to our customers Having the right mindset Organising our people and developing their skills Target Condition 1 : Summary against the lenses 43 ideas 59 ideas to improve service. • 2-3% uplift in Cycle Time • RFT increase by 0.5%-5% • SIPOC has given teams a better appreciation of who their customers are and initiated work to better understand their needs. 260 ideas to embed Lean Ways of Working. 69 ideas to increase people satisfaction. • EEI increase by 0.1% • People survey increase in the following areas:- • Managers spend 50% of their time. • 10% increase - right amount of work for time available • 10% decrease – right info & material not available • 5% increase – CAREagile EEI change specific score. • Achieve Bronze Lean Maturity – ensure we change the behaviours 13

  14. What’s the plan for our team for the next 9 weeks? MANAGERS TO COMPLETE THIS SLIDE FOR THEIR TEAM AND BRIEF THIS DECK OUT BY 2ND MARCH. .

  15. But what will be different? • From now you can expect to see: • Regular briefings on Lean – what to expect and what it means for you • We’re going to engage and not just communicate with our people • Your manger spending more time with you to solve problems to make your job easier • Capturing best practise and sharing it with everyone • Team performance boards which will be set up at each level in the business with daily dialogue/huddles to look at team performance and to look at how we can improve how we work together • We’ll be focussing on the real need of the customer, not just internally driven measures. • We’ll move from the fear of failure to an environment where we encourage responsible risks • We’ll continually revisit the LWoW to ensure that we do not revert to type • We’ll challenge where we see non LEAN behaviours • But if you don’t begin to see these changes happening from next week and • beyond please let your Lean Leader know.

  16. Lean Ways Of Working Clear vision and focus on customer needs Sharing best practice Managers devote 50% of their time to the team Skills visibility and development What is it like to work in a Lean Service team? Performance dialogue Structured problem solving

  17. Don’t forget the Change Agents are here to help Change Agent Line Management Team

  18. Lucie Emerson Job Satisfaction ResultsUK Voice January 201241% completion (73 out of 176 people)

  19. Target Condition 1 - voice of the people targets EEI targets: • EEI increase by 0.1% • 5% increase – CAREagile EEI change specific score Job satisfaction survey targets (show with a on the next slides) • Managers spend 50% of their time on their teams • 10% increase - right amount of work for time available • 10% decrease – right info & material not available

  20. Job satisfaction survey results (1)

  21. Job satisfaction survey results (2)

  22. 22% of manager time is spent on working with the team on our processes, team meetings own teams and 1:1s How UK Voice people managers spend their time (%) * Other includes admin, grievances, training, TLR/TLC - budget, system trouble shooting Source: Questionnaire completed in January 2012

  23. What gives you the most sense of achievement? Happy customers Solving problems Work life balance When my customer tells me they have received an excellent service. And when I provide that service. When customers thank you and when you have helped a colleague Maintaining a focus and discipline to manage tasks and projects through to a successful completion, usually over several months and longer time frames Receiving bouquets and positive feedback from my customers From people who feel a sense of achievement all the time providing customer satisfaction When I can resolve problems for our customers and streamline the process Recognition • Most common comments: • Delivering great customer service • Achieving customer satisfaction • Working through / end-end • Resolving problems • Receiving a thank you, bouquet or other recognition From those who feel sense of achievement sometimes Progressing a job through to the end to deliver the line for the customer ahead of time. Being able to sort things out for customer, resolve issues, solve problem, work things out Resolving customer issues, speaking to the correct person to deal with queries From people who feel sense of achievement hardly ever SOLVING CUSTOMER ISSUES

  24. What would make your job more challenging? my current role changes and develops regularly so my role becomes more challenging naturally I feel my present job is already very challenging due to the problems we need to overcome due to some of the systems that we are required to use HAVING MORE TIME TO RESOLVE CUSTOMER ISSUES TO COMPLETION • Most common comments: • Don’t give me more challenge, I already have too much or just enough • Give me more chance to focus on end-end resolution • Give me more variety • Give me better systems To be able to follow processes through end to end and more customer ownership. A move into a new work area ie managing teams who work in functions or products that I am not familiar with Scrap all the systems and processes that have proved unworkable, and replace them with ones that have been properly tested. That would enable all our teams to work productively. Being able to deal with every job first time and not having to turn calls away due to compliance etc Bringing in new product sets, accompanied with appropriate training and then consolidation periods.

  25. How could your job be more enjoyable & satisfying? There is a programme working in our area just now called Lean I think this will make a difference to our current working role. There is a lot of duplication at the moment and a lot of different systems we have to access it would be good to have less systems with less duplication and to be able to rely on other parts of the business to do their role. I enjoy my job More responsibility more ownership and less duplication More autonomy and trust for key organisational and operational decisions and budgets Systems and teams that work together well and RELIABLY. A reliable work flow. A job that has a point, an achievable goal. • Most common comments: • Better systems • More autonomy and control • Improved ways of working with Openreach • Fewer silos with other Lines of Business • Lean A feeling that I am effectively managing the full breadth of my role and responsibilities Clearer processes, sharing knowledge More freedom to lead just more varied work and types of work I do Persuading Openreach to progress our jobs correctly, rather than just washing their hands of any responsibility, and adopting a "computer says no" mentality, due to their repeated system failures. We could then work far more efficiently and productively. easier contact with other departments within BT. A lot of time is wasted trying to contact the correct person or being held in a queue to be answered by a control ect.

  26. What do you like most about your work? when jobs go through smoothly from end to end, which doesn't happen too often these days Working with people on ideas. To the best of my ability, being able to provide information and service/records that are accurate and trusted. Sense of achievement and good colleagues varied challenging feeling I am making a difference The Variety of tasks , the Challenges and the constant learning that brings . I enjoy being involved in helping shape the future of our business I enjoy meeting lots of different people from different parts of our wider teams and understanding how we all fit in and how we can work together to help each other . I enjoy sharing the knowledge that I have gathered with others to assist them in their day to day job SPEAKING/HELPING CUSTOMERS good team work ethic There is nothing I particularly like about my work. I just get on with it to the best of my abilities. • Most common comments: • Overwhelming focus on a sense of achievement driven by customer satisfaction • Team / colleagues • The variety • Flexible working I like the challenge , I like helping people my team members are really good and i have a great manager. I enjoy challenges as well and solving problems i also enjoy helping customers finding a solution to a problem, making my customer happy and sharing solutions with my team colleagues no 2 days are the same. Learnt how to resolve a lot of problems caused by Openreach by myself and through team sharing experiences..

  27. What do you like least about your work? Bad systems and networks. Red tape When too much work to be able to do a good job; when only having time to work through long list of activities; when assigned jobs to manage but as too much work you never actually get a chance to deal with them and they end up being done by assorted people on overtime so no continuity. The time spent waiting in call Qs ,when trying to escalate to other departments within company. The systems we use -- There are to many and also we deal a lot with offshore and it can be very hard hard due to language barrier 's and experience. Frustrations with systems and processes, and lack of control of those areas • Most common comments: • Openreach relationship and silos with other LOBs • The systems • Too much work for the tight timescales The problems caused by the lack of communication between our systems and Openreach systems Sometimes very difficult to get test work and test system access and this can be frustrating. Not getting the right information to achieve the right first time policy Internal Politics. Unrealistic asks from senior management. The negative impact on work life balance Frustrations with Openreach

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