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CRITICAL BUSINESS ISSUE: Reductions in staff had resulted in an increase in cycle time for bringing new telesales staff to speed. Also incidences of process failure had increased significantly - new employees on the job but no system and/or telephone ready. Loss of sales was thousands of dollars each day and was projected to hit $1 million per year if no action was taken. The staff assigned to the process felt that there was more work than they could possibly handle. ACTION TAKEN: A cross-functional team of 8 from IT, Sales Management, Communications, and Staffing was assembled for a day-long session with a Quick Change consultant. In advance of the session Senior Management set boundaries and expectations for the Quick Change team, whom they selected. Using the Rule of Ones, the team focused on improved quality/accuracy of the process in order to avoid failures. They completed a Process Definition Sheet and, using the Nominal Affinity-Charting method, a cross functional flowchart was created. Several process verification techniques are used to ensure basic accuracy and completeness. Using a Multi-Voting technique, several basic opportunities for making the process better, faster, and cheaper were identified and defined. Improvement opportunities were screened using a Prioritization Matrix of cost/benefit, duration, and probability of short-cycle improvement success. Based on the established priorities and with respect to the boundaries and expectations set by the management team, Team Charter documents were created for review by management at the end of the Quick Change session. The team identified four (4) actions which, when implemented, resulted in less re-work for the team, dramatic reduction of process failure, and overall reduction in cycle-time.
MASET, LLC
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