MOVING TO A CELL BASED PRODUCTION APPROACH
Problems with flow in client organization affected production and led to large buildup of inventory between processes. The value stream was steamlined and flow improved. The concept of planned flexing was introduced into the operatiions so that production can be easily ramped up or reduced as demand fluctuates. WIP inventory was cut by about 1/3 almost immediately.
MORE EFFECTIVE MATERIALS MANAGEMENT
The client organisation had difficulties around materials management and supply chain. production was often affected by unavailability of raw materials or insufficient amount of materials. Sometimes there was too much of the material that was not required, and too little of those that were required. Having enough of the right materials at the right time was emphasized. Policies were modified to meet the clients requirements. The result was a savings in raw material exceeding $1 mil.
DRIVING UP CALL CENTER PERFORMANCE WORLDWIDE
Lack of responsiveness across more than 20 Call Centres globally was impacting customer satisfaction. A global initiative to drive up performance was established with a focus on reducing average call resolution time while simultaneously increasing first time right rates. By reducing non-value adding activities, increasing effectiveness of Call Centre staff and balancing workloads within and across Call Centres, performance improved significantly. The result was an improvement in average call resolution times and a reduction in worldwide backlogs, both by 75%.
CUTTING THE QUEUES AT THE FRONT-LINES
The client organisation was not meeting minimum service level expectations in parts of their operation. The result was long queues during busy periods in these parts of their operations, causing customer unhappiness. The staff that was rotated into these customer service operations did not always have sufficient job knowledge and skills. Other waste and bottlenecks in the system were identified and removed. A strategy to discover customers with exceptional situations and to isolate them was implemented. The result was that queue time and queue lengths were more than halved and service levels were more than adequately met
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Eagles Wings Consulting Pte Ltd
Tel: 9735 1136
Why Eagles Wings Consulting?
* Lean, Six Sigma, Agile & Service Design
* Leadership and ground level experience
* Operating since 2004
* Based in Singapore
* Training, Consulting & Coaching
* Clients from many industries including Health-Care, MRO, IT, Education, Government, Oil & Gas, Manufacturing, Finance, Telecoms and many others