Operational Excellence Manager

Operational Excellence Manager

Task

Provide a presentation, lasting up to 10 minutes, that shows how you have previously undertaken process improvement activity. Please include

• How you identified a process that needed improvement
• What you did to understand the problem and the causes
• What tools you used during the change and why
• How you ensured the change was embedded within the team
• How you liaised with and managed stakeholders from initial communication of the opportunity through to delivery
• What the result of the change was

Problem Statement

Southern Water

• Wanted to understand why customers are calling and not using digital channels.
• They wanted to understand if their was any quick wins and any additional opportunities to handle demand more efficently

WHAT

Create Timeline of activities.Create a opportunity backlog tracker Create a project Plan(risks , issues,dependencies)

Identify if the Opportunity impacts any other assisted channel

Understand what data, insights and evidence can support the change and measure the success

Understand the Current AS IS state and Create the TO BE

To identify and engage key stakeholder influencers

Ensure i consider a omnichannel approach consistency throughout the customer experience

Ensure i do not put company at a regulated risk. Ensure it is inline with business and customer requirements.

Check it does not co inside with other launches and projects

To identify opportunities , solutions and risks

Test and learn

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WHO & WHY ?

Regulations

Operations staff

SME

Capita CI Team

VOC

NPS / Complaints

In line with legal and compliance

Knowledge , Identification, solution identification

Knowledge

To continue new WOW and future Implentations

IT

Finance

3rd Parties

Clients Continous Improvement Team

Data and Insights

Market research, digital touchpoints

System Testing / Changes on assisted digital channels

Costing approval

Clients 3rd partys

To Approve the workstacks CI , Projects and new WOW

HOW ?

I identifiy a opportunity and implement one using the below framework and approach. With the southern waters demand Value analysis project this is what i followed ensuring relevant data and insights , journey/ process mapping and engaging key stakeholders was utilised to embed 1 of the 28 quick wins identified. Working through each of these pillar ensures I have a strong understanding of the customer and employee interaction and the reality of the experience at every touchpoint

DISCOVERY & DEFINITION

Understand what systems , tools are used and utilised as usual BAU with southern water.

Understand persona base and targeted audience

Stakeholder mapping, including the organisational structures, power vs. influence grid

Persona & Stakeholders

Understand what previous approaches have taken place and learnings that can be taken , this was around speech analytics wihin other buisnesses Gathering initial collateral and identifying known problems, including past and current project information, lessons learned, to provide the early identification of ‘pain points’

Discover

Inflight

Digital Platforms

Understand current digital and Voice platforms that i may need to consider when focusing on the 3 key call demand drivers

DIAGNOSTIC & INSIGHTCompleted 4 x 3 week sprints

SME Workshops with all levels – Map out current experience As is, Understand key painpoints, People,policy, process and technolodgy.Review and identify available data working with the insights team to support and identify potential benefits and areas of focus i.e Ivr routing and call demand , Website page touch points and ghosting activitys. Root cause Analyis and validation via process or data insight Manual assessment of calls to futher establish root causes. Identifying requirments for speech analytics to deliver Created tools i.e Call listen tracker , backlog tracker, project plan Alternative Innovation tools ie Dragonfly – Digital online assessment tool

Customers

Data & Innovation Tools

Social Media

Mapping

Recap - VOC(CSAT, Chat data analyised, complaints reviewed & VOA root cause, Mapping processes

Identified Customers Challenge was

• Customers didnt want to wait to speak to a advisor
• Customers wanted to do it online but wasnt aware they could
• Customers didnt know where to go online

CX OPPORTUNITIES / SERVICE PRINCIPLES

Solution workshops on what works now , what doesn't work and what ideas do we have to enhance , improve and reduce demand as well as creating a better digital experience.

Create a backlog of opportunities

Priorities

Mapping the ‘to be’ customer journey, process and experience

Idea Generation

Prioritisation of opportunities and linking insights . Utilise insights to support the buisness case.

playback to key stakeholders at relevant touchpoints via approprite communication channels. ie weekly client calls and internal ops updates

Utilise insights

Backlog

Create a buisness case and gain approval ( Opportunity Canvas)

Engagement with relevant SMEs, such as architects, data insights , operations

Identified Opportunities

Identified 28 Quick win One of these was IVR Deflection to digital Channels. Increase channel Shift Provide customers with digital solution

DESIGN BUILD & TEST

Design the detailed IVR process, content and channel solution in adherence to the customer journey and customer experience.

Workshops to validate and confirm design approach

Test & Learn

Test Plan to deliver IVR routing changes and have measurements of success in place . Using IVR rooting stats and web page links. Calling the lines , check routing success

Validate and confirm

Stakeholder engagement is key throughout the whole process.This required client and 3rd Party which was involved in the validation and testing Gained Approval to move to Implementation

Stakeholders

Design

DELIVERY

Project plan inclusive of Go live check in , daily updates, data tracking with Insights

Reached out to relevant areas and key stakeholders ie Digital teams due to increase inflow of web capacity to handle , Ivr Routing team, Data and insights, CX Team SW

Delivery Plan

Validate and confirm

Gather feedback and track performance of the customer journey and expected benefit.

Amended ‘as is’ customer journeys to reflect the new processe

Stakeholders

Share Success with Teams and Stakeholder

Marketing

Stakeholder engagement is key throughout the whole process. Ensuring you have the right people and if unsure ask!

Solution Identified and Implemented

Implementation IVR Smartlinks Process

Digital Deflection for customers to self serve online. Increase registration of online customers

BENEFIT LOCKDOWN

Review, measure and Validate the benefit realisation by working with the Insight team to quantify the final impacts of the improved customer journeys / Service Principles New service principles and key performance indicators (KPIs) tracked for continuous improvement and continously reviewed as agreed by buisness Visibility of customer and end user feedback​ following delivery NPS , VOC, SM Project closure document and confirmation with Key stakeholders.

Benefit Relisation confirmed

Improved Journeys and experience

Stakeholders Engaged & Happy

Win , Learn, Change - Is good practice for future implementation or identifcation of service principles

Problem

(11 )Pilots identified (Canvas Created) (2)Feed into current projects (10)Quick wins Eg IVR ( Implemented ) (28)Contact lens vs calls to confirm if further work is required.

Data & Stats

IVR - Smartlinks and Digital Enhancement

IVR IMplemntation and evidence of insights provided enabled capita and the team to implement the IVR changes , making a benefit proved by a

• previous proof of concept
• Test and Learn
• Data benefits check

28,623 Deflected to website

No Water Homemoves Name change Direct Debit

187,926 Savings Per Annum

Water Utilities - Demand Value Analysis Short Video of some activities carried out

Project Lead 4 x 3 we sprintsManual assessment of calls establish root causes.Identifying requirments for speec analytics to establish root causes for contact Created tools i.e Call listen tracker , backlog tracker, process map Identify and Analysis Qualitative vs quantative analysis number of tools VOC,VOA, CSAT,WEB CHAT,, WEB DESIGN , IVR ROUTING

Step 3

Solution Design

To Be

Output

xxxxxx

xxxxxx.

https://view.genial.ly/62656df172d2ba00124b63e6

Thanks

For recommendations or view to other work i have completed please find attached my Portfolio Linked-in -

Operational Improvement Manager Deck