Reducing customer faults

Overview
 

Industry:
Telecomms
 

Scenario:
Our client was finding it difficult to meet the regulatory service level agreement (SLA) as agreed in their Code of Practice and an increase in customer complaints lead to the business reviewing their end to end process. Greenlight conducted a review of current faults process and designed an improved end-to-end process for managing the resolution of faults using the Lean Six Sigma DMAIC framework.
 

Approach:
Proposed and implemented Customer Satisfaction measures
Process cost reduction through regular root cause analysis 
System workflow rationalisation & re-design 
Delivery of a faults dashboard 
Change team coaching & mentoring for continuous improvement
Identifying and implementing quick wins
 

 Outcome:
Revised process for managing faults / System workflows configured to support new process / Faults Dashboard / Triage Team formalised / Training / KCI implementation / Lean Six Sigma coaching / Customer satisfaction exit survey / Fault webpage updates including FAQs / Formalised test scripts for call centre staff 


Key skills used:

Project Management

Business Analysis

Lean Six Sigma

Process Mapping

Workshop Facilitation

Quality Assurance

Marketing Consultancy

Key Business Benefits:

Reduction in work-in-progress faults from 200+ to approximately 60 faults per week. 

Improved understanding for the customer of the end to end process for managing faults. 

Fit for purpose system workflows.

Decrease in the number of workflows.

Means of measuring customer satisfaction through exit survey.


Case study for this work

 
JT Global Case Study | Greenlight | Jersey, Guernsey, Channel Islands

JT Global