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Making the process reliable and reducing processing times.

Providing rapid and effective customer service, at the first attempt.

Making end-to-end processes visible in order to identify malfunctions, quality problems, variability and waste.

A process is a series of connected activities that consist in transforming incomings into outgoings to satisfy a customer. Good management of your processes is governed by identification of each player's roles, resources and activity rules in order to improve process efficiency.

But customers want continued service, adaptability to change and want things quicker, the highest quality service and the lowest possible prices. For that it is necessary to offer more than descriptions of processes that define incomings and outgoings and set up standards that are continuously measured in real time. The process should be adaptable both in terms of design and execution whenever requirements change.

Processes should therefore be designed to be continuously improved. The key to fulfilling these objectives is visibility of the process. If the process is visible, it can be measured.

 

Lean Six Sigma operational efficacy approaches, on the basis of knowledge of the Voice of Customer (VOC), aim to give visibility to end-to-end processes (VSM approaches) to identify malfunctions, quality problems, causes of variability and waste in order to control processes to avoid errors and reduce response times to customers.

The results are as follows:

  • Considerable shortening of response times and 100% compliance with SLAs (Service Level Agreements) leading to significant improvement in customer satisfaction.
  • Expressed by immediate customer feedback.
  • Very high productivity gains which may be reinvested in the improvement of customer service considerable improvement in team morale.  
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