Artiklar
Vanguards metod i fokus när Bromölla förbättar sin service!
Utdrag ur Kvalitetsmagasinet Nr 1 2010.
Målstyrningen fungerade inte tipp topp och det fanns ingen helhetssyn på organisationen. Så så det ut tidigare i Bromölla kommun. Idag har man dragit igång projektet BÄST, Bromölla är systemtänkare, lite i smyg i och med ett pilotprojekt på personalenheten. Men i vår ska varje avdelning en efter en börja [...]
Case – En förbättring av tjänsten bostadsstöd
Nedanstående casebeskrivning går igenom, vad medarbetarna lärde sig av att studera tjänsten ”bostadsstöd” som ett system. Du kan också se vilka resultat som uppnåddes, efter det att systemet designades om.
I England är bostadsstöd normalt indelat i två delar; ett front office där medborgarna möts av servicemedarbetare ansikte mot ansikte, och ett back office där bostadsstödsexperterna [...]
Akta dig för Lean-verktygslådan
Lean har under de senaste åren gått och blivit ett av de mäktigaste buzzworden inom management idag, men populariteten har medfört en urvattning av begreppet. När ett managementbegrepp som Lean blir såpass populärt vädrar konsultbranschen morgonluft. Här finns något som de kan dra nytta av. Detta var precis vad som hände när Lean började smyga [...]
Going beyond “The Machine …”: The story of Taiichi Ohno and the Toyota Production System
An economic legend in its own lifetime, Toyota represents the apogee of Japanese post-war economic success. Even in these turbulent economic times Toyota’s market capitalisation comfortably outstrips all of its ‘Big Three’ American rivals. On 2007 figures, Toyota had overtaken Ford and drawn level with General Motors in global sales, despite taking substantially fewer man-hours [...]
Systems thinking – management by doing the right thing
What we have witnessed in the last 20 years is a series of programmes of change failing to achieve their intended outcomes. Customer Care, ISO 9000, TQM, ABC, BPR. All the research and experience show that the latest panacea does no better than its predecessors. Over and over again improvement programmes are thwarted by [...]
Public sector targets: doing less of the wrong thing is not doing the right thing
This paper was sent to Ruth Kelly, Minister for Communities and Local Government, on January 2 2007 with the following accompanying note: Dear Mrs Kelly, Firstly I should commend your recent White Paper for providing a framework within which the systems approach might be more easily employed by local authorities. I say this because much [...]
From Sweat Shops to World Class – Transforming Call center operations
Why do organisations set up call Centres? To improve customer service and reduce costs. In practice, the introduction of Call Centres has often resulted in WORSE service and HIGHER costs.
How has this happened? The essential problem is that Call Centres have been set up using the principles of scientific management. These ideas are plausible but [...]
Design against demand
When you can predict why customers call a Call Centre from the customers’ point of view, and you know what matters to the customers (the ‘value’ work); and then, when you respond to the customer you do only the ‘value’ work; you find your service improves as your costs fall. Customers ‘pull’ value from the [...]
Better thinking about managing people
One of the key assumptions in call centre design and management is that people can be held accountable for their performance. Call centre workers are appraised on the amount of work they do – how many calls they take and how long they take on calls. In fact their performance is governed by many things [...]
Better thinking about demand
One of the fundamental mistakes in call centre design and management is to treat all demand as units of production. Call centre managers are preoccupied with ‘how many people do I need?’ and ‘how many calls do they have to take?’ Managers are regaled with data about demand. The modern ACD systems and associated software [...]
