Business Process Management (BPM)

Project Background

One of the largest divisions of a major cable operator (serving over 540,000 subscribers). Division is a collection of geographically discontinuous systems distributed across a single state

Business Challenge

14 autonomous call centers without shared processes or procedures. The current operation led to poor customer service as evidenced by the low sales rates, high error rates, poor service levels, and high abandonment rates.

Project Approach
  • Two person project team led an eight week assessment of the division’s customer care operations
  • Analyzed call center data across the division
  • Conducted interviews of key personnel from senior management to frontline employees to gain perspective on current operations
  • Performed ride-alongs with field technicians, participated in side by sides with call center agents, and observed supervisors and managers in action
  • Reviewed and analyzed best practices across other divisions within the company
Business Benefits Assisted client in implementation of recommendations which included:
  • Standardize Call Center and Field Operations
  • Centralize Call Center Operations
  • Build Customer Care support team
  • Organizational Restructuring
  • Technology Enhancements

Project Background

Major health care provider known for providing outstanding customer service and operational excellence

Business Challenge
  • Growth in volume led to performance of the claim process becoming unstable and unpredictable as real-time workflow reporting and process information were not available to process owners or participants
  • Growth and acquisitions were pushing current process beyond its capability to meet member and provider SLA’s
  • Claim Processor Supervisors and Sr. Claim Processors were spending too much time collecting, integrating and defining workflow data and as a result they were not spending time coaching and developing employees
Project Approach Two person project team worked with cross-functional team of client staff, departmental management, IT, supervisors, process subject matter experts and executive management over 5 weeks to:
  • Benchmark “As Is” claim process metric/report capability (inventory current metrics and criteria for claim process)
  • Design “To Be” claim process metric/report (Dashboard and Scorecard) requirements
  • Identify gaps between “As Is” and “To Be” metric report states
  • Provide Level-1 “As Is” process map to identify process Key Performance Indicators (KPI’s) and Performance Indicators (PI’s)
  • Establish metric/report standards for claim process that align with corporate values and strategies (Operational Excellence & Growth)
  • Develop Level-1 “To Be” process map utilizing BPM best practices
  • Provide Findings/Recommendations/Industry Best Practices
Business Benefits
  • Identified metrics that provide real-time visibility and process control
  • Recommended Implementation of BPM solution that automatically prioritizes and routes work
  • Brief review identified over $1,000,000 in cost savings, risk reductions, and process improvements
  • Projected return on investment based on action plans of 500%, payback in less than six months

Project Background

A worldwide provider of industrial gases. The company supplies atmospheric, process and specialty gases, high-performance coatings, and related services and technologies to a wide diversity of customers.

Business Challenge
  • Call Center IVR underutilized and the customer needed a capabilities assessment of the new corporate IVR system to realize ROI on this capital investment
  • Most process tasks were manual and the current Call Center system did not have automated event management capabilities
  • Several non-integrated technologies and data sources were involved in the Call Center processes
  • There were multiple and disparate channels of communications between the Call Center Agents, Customers, Drivers and Sales & Service account teams.
Project Approach Five person project team worked with cross-functional team of client staff, departmental management, IT, supervisors, process subject matter experts and executive management over 6 weeks to:
  • Develop CRM Repository Requirements
  • Conduct IVR Technology Stack Validation against Call Center “To Be” requirements
  • Design 4 BPM “To Be” Call Flows utilizing BPM best practices
  • Develop repository Vendor Selection Criteria for CRM/Repository
  • Design Technology Stack Diagram “To Be” aligned with corporate technology roadmap
  • Identify gaps between “As Is” and “To Be” states
  • Provide Findings/Recommendations/Industry Best Practices for future improvement phases
Business Benefits
  • Identified non-value add Call Center process tasks and recommended improvements
  • Identified process tasks to be automated
  • Provided CRM/Repository Vendor selection criteria
  • Leveraged existing corporate systems and data for recommended improvements
  • Identified technology and process changes to monitor for business events and initiate real-time corrective actions

Project Background

A large not-for-profit organization operating globally to raise funds for services to support mothers and children in 30 countries. Organization has seen multi-year growth at rates over 20%/year and is now expecting this growth rate to accelerate.

Business Challenge Develop CRM business and technology strategy to:
  • Support relationship management and account management needs for US organization supporting four major product groups and 8 major customer segments
  • Meet needs for solutions in contact center, marketing automation ,campaign management, business intelligence and reporting
  • Define conversion strategy from multiple current platforms
  • Comply with strategic technology architecture standards and directions established by IT group
Project Approach
  • Interview executive leadership at C-level, VPs, Directors – across Marketing, Product Management, Strategic Planning, and Information Technology
  • Review and advise on IT initiatives for contact center technology selection, taxonomy development, and information architecture development
  • Develop draft strategic plan and review with various stakeholders
  • Revise, develop technology roadmap, timeline, business case, and initial project descriptions for action in next fiscal year
Business Benefits
  • Increase market penetration, customer lifetime value, while reducing TCO and organizational inefficiency
  • Support continued long-term growth

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