A large call centre receives over 750,000 calls per month relating to after-sales support for customers on behalf of one of their major clients.
The service delivery for this company was defined by an abandonment rate of less than 5%. The company was struggling to make this target on a consistent basis.
The Lean Start initiative focused on using Lean Six Sigma tools and methods to improve service-level targets, improve customer satisfaction and reduce costs within the call centre.
This company is A well known manufacturer and retailer of award winning home ware and tabletop products.
The client’s retail point of sale system (POS) had not kept up with the company’s fast growth. It suffered from slow response times and intermittent downtime and was no longer able to support the quickly growing sales volume.
Lean Six Sigma tools were used to identify root causes of bandwidth problems and server downtime.
Using a cross functional team, hardware was reconfigured and process changes were developed to permanently eliminate issues. The client made significant savings by upgrading its communication network and point of sale registers, as well as dramatically improving customer sales levels in the various retail locations.