Case
Study 1:
Oil & Energy Company
The
Problem:
Significant delays in manufacturing and
dispatch goods meant this Oil and Energy Company
was experiencing high staff turnover, decreased
customer satisfaction and increased spending.
The
Process:
The Contract Services
division was responsible for the intake, processing,
development and despatch of bespoke manufactured
goods for clients. SPC analyzed the current
processes and issues defined by the key staff
members. These processes were then mapped and
SPC used the company’s KPI’s to
determine where the challenges were originating.
This identified that because the engineers and
manufacturing staff were not consulted during
the sales process, the target dates set for
delivery were unrealistic therefore causing
the problems.
The
Solution:
SPC developed
a process giving the administrative staff 24
hours to acknowledge customer inquiries and
24 hours to respond. This gave 48 hours to determine
the most effective course of action for a customer
complaint or request. Once the request was received
it was forwarded to the Chief Engineer who would
review it and determine whether an engineer
would need to conduct an onsite repair.
The
Result:
By reviewing the
requests and predetermining the necessity of
a site visit, the new process saved the company
$39,000 per month. The senior administrative
staff saw their workload reduce by 19.2% and
created more involvement, responsibility and
a significant reduction in overtime.
Since
implementing the new process, the company has
been able to focus on its core business with
the staff showing increased confidence and proactive
involvement in company developments.
