One of the factors that impact customer service the most is wait time. The customer associates a long wait time with lousy customer service, even if he can resolve his issue. In this article know how a Telecom Giant increased efficiency and decreased customer wait time with the help of BRQ
Every company that aims for a prominent place in such a crowded market should offer the best experience to their customers. You need to structure and act strategically in the solution, optimizing processes and understanding factors that motivate such situations.
In this context, a global telecom company optimized its digital operation and obtained excellent results in short cycles. With the support of a specialized team and combining Lean and Agile methodologies, BRQ increased efficiency and lowered wait time in the customer service process of its longtime partner.
What was the challenge of BRQ’s operation in the Telecom client company?
It was essential to positively impact the end customer with a shorter average wait time and greater assertiveness (reduction of reopening). For this improvement project, the Telecom company’s goal was to increase the support team’s productivity in the customer service process.
The main challenge was to overcome the SLA goal with more efficient management of deadlines for open ticket responses. One of the target indicators of this process was the reprocessing index, which counts the calls with more than one interaction in the service flow, that is, those that were not resolved in the first contact. With the implementation of the Lean culture in this process, BRQ helped its partner deliver a service with greater added value, faster and more efficiently.
How Lean culture and specialized teams have generated improvements
To start the project, the client’s and BRQ’s teams used the A3Method to unfold the strategy. It is a process that, through analysis and hypotheses, seeks to recognize and propose problem-solving in a collaborative way, promoting an in-depth investigation of the root cause and the contributory and systemic causes that may require actions to prevent its recurrence.
The data analyzed, such as typification of problems and service history, served to understand the root cause of the problems better and make the necessary adjustments to improve deliveries. More than offering a solution for a specific event, BRQ helped the telecom company with the adoption of Lean culture.
As part of the process, key performance indicators (KPIs) with a direct impact on the client were monitored in daily management meetings to leverage results and the value perceived by the client in real-time.
This move directly impacted the area’s routine, strengthening the negotiation and solution of problems in a structured way and improving the customer’s experience and satisfaction. Thus, BRQ began to act in a more consultative and relevant manner gaining recognition from the partner for delivering better results.
What were the results of the project?
The significant change provided by the Lean methodology in the Telecom company’s support project was to bet on the transformation focused on Gemba (where things happen).
Analyzing the practical results, one of the most positive indicators was the reprocessing index, which counts the calls with more than one interaction in the service flow which were not resolved in the first contact. The metric stood at 19.2% in January and fell to 1.98% in September. The aging, which represents the time of open calls, was reduced by 59%.
In addition to numbers, BRQ’s work provided an important change in the project team’s mindset. The old method – senior management defining and pushing to the team what should be done(top-down)- no longer worked, and the solution was ‘to boil the water from the bottom up,’ valuing the work of each person and the commitment of all with the purpose to reach the proposed goal.
What are the pillars of Lean culture?
Lean culture is a methodology that focuses on optimizing internal processes. That is, reduce the waste in the company’s operations, from unnecessary investments to physical spaces, using the resources available more quickly and effectively. For this to happen, it is essential to implement the pillars in your company, like BRQ, which partners with Lean Institute, has.
The first step is the implementation of the Lean methodology. However, that means finding failures and errors in the company’s productive process. Thus, the waste in operations is reduced, and the gains in productivity are notorious. The idea is to get better results with more efficiency.
However, for this to happen successfully, leaders must embrace this idea. With more collaborative leadership, results from lean culture will emerge. It begins with the concept of the servant-leader, who recognizes the difficulties faced by his team and focuses on solutions. Lean leadership also indicates the path to be followed, refining processes to deliver more to the customer.
The last stage represents the meeting between Lean culture and digital transformation: applying this methodology within an increasingly digitized scenario. It means the use of different technologies, tools, and solutions to optimize the processes and operations of a company. It is the union of these two fundamental concepts.
How can your company access improvements like these?
This case proves BRQ’s competence to improve processes and aggregate even more value to the customer through digital transformation. This can also be your story.
The specialized teams from BRQ are called Managed Squads, cross-functional, agile, and self-managed teams. With high performance and strategy-oriented value delivery, they offer the high technical capacity to support your company in developing and continuously improving digital solutions.
Do you want to implement the improvements we presented in our client’s case in your company? Contact us, know our solutions and optimize the performance of your entire business!