Lean Service allows an organisation produce more with less. Successful Lean interventions require a solid foundation on which to build a “House of Quality”. It requires the support of senior management and a cultural shift to a new paradigm where every task and activity can be improved.
LBSPartners have developed a 7 phase approach to companies looking to adopt Lean in their Service processes. Lean removes all unnecessary waste from the value stream.
7 Phase Strategy Lean & Service
Initiating a Lean Service programme necessitates an assessment of the stability of the business and its current state. Analysis of the current state produces the scope of the work required to get to the future Lean Service state. Senior Management support is imperative. Initiation phase includes a two day Introduction to Lean for Leaders training programme.
2. Building a Lean Foundation
A solid foundation creates the environment to achieve service delivery requirements often measured in terms of customer performance measures such as CSAT, NPS or productivity measures i.e. Solves Per Hour (SPH)/Average Handling Time (AHT).
3. Understanding the Customer Journey
Understanding the customer journey is an important step in planning to provide a good customer experience. Making problems visible by using customer journey mapping tools and advanced problem solving techniques help to continuously improve the customer experience.
4. Embedding the Learning
Training at all levels help to embed the improvements in the service delivery process. The quality of the training will positively affect the sustainability of the improvements accomplished.
5. Value Stream Mapping (VSM) for back office support
Successful companies need efficient and effective core management processes to support their business. VSM is an end to end system overview. It communicates information flow and allows for removal of unnecessary waste in the value stream.
6. Continuous Improvement (CI) & Alignment
A Continuous Improvement (CI) culture requires people to consistently challenge the status quo of how processes operate and services are delivered. All Continuous Improvement actions and tasks should be aligned to the strategic goals of the organisation.
Customers’ demand value. The improvements made need to create value for the customer. Successful organisations listen to the voice of their customers and make improvements where necessary.