Service organizations are characterized by having intangible products, hence their operational needs are highly complex because are intensive in labor costs.

 

The efficiency in their processes, the accurate dimensioning and the adaptation to operational needs translated into resources, will determine their profit.

 

PDCA Operations have experience not only in healthcare services, but in utilities, media, telecommunications, entertainment, transportation, distribution and retail.

Digitalization

Problem

Long contract times with the consequence of turnover loss. Lack of control in the process, no possible monitoring. Legal claims from customers with high costs.

Goal

Digitization of the contracting process to ensure traceability, reduce contract validation times and improve the image and quality of the sales process.

Scope

From the sales force routes planning to the final contract validation.

Actions

Study of the sales force operational needs.

 

Contracting process definition.

 

Design and functional validations.

 

Conceptual test development and pilots. Further deployment.

 

Trainings and coaching.

Results

Fraudulent contracts elimination.

 

Errors in customer data reduction.

 

Contract validations terms reduction.

 

Quality improvement.

 

Corporate image improvement.

Centralization

Problem

Duplicity of administrative resources generating inefficiencies in the business operation.

Goal

Centralise administrative and support activities for the delegations.

Scope

From resource and asset planning to end of service.

Actions

Unification of work processes, payroll management, selection of human resources and occupational risks, centralization of purchases and maintenance.

Results

New organization chart implementation.

 

Increase of 7% in resources to increase activity by 25%.

 

Operational unification by delegation.

 

Focus on value-added activities by customer service criteria.

Optimal complain management

Problem

High number of complaints received at the customer service centre.

Goal

Reduce complaints and optimize the customer service center.

Scope

Queries and complaints and their associated back office.

Actions

New customer service model definition based on assigning complaint managers, identifying actions for resolution, managing closure, immediate resolution or in the back office.

Results

35% time reduction in resolution.

 

100% increase in resolution on the same day.

 

Orientation of the organization towards the claim “A well-treated claim builds loyalty”.

 

Call time reduction.

 

Customer satisfaction improvement.

 

Continuous improvement system implementation.

Customer experience

Problem

Customer satisfaction and experience indicators are fickle and inferior to competitors.

Goal

Generate a management model oriented towards customer experience continuous improvement and implement short-medium term initiatives to increase satisfaction.

Scope

From the service delivery to its return.

Actions

New customer experience governance model and voice of customer analysis implementation.

 

Strategic plan to transform the experience into 3 years.

 

Customer satisfaction KPIs definition.

 

Training of internal teams and promotion of improvement initiatives in the three points of customer: service delivery, management of repairs and renewal.

Results

New organizational chart implementation.

 

Dashboard and CX management model implementation.

 

Transversal management of change projects.

 

Improvement of the NPS by 16 percentage points.

First contact attention

Problem

High response time in the call center.

Goal

First contact resolution improvement and service optimization.

Scope

Customer service front office, incident management back office and VIP segment service teams.

Actions

Implementation of a new customer service model based on online resolution processes, business, operation and planning indicators, planning and scheduling model for 200 resources and issued quality standards.

Results

Increase in first contact resolution by 20 pp.

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