At SMG Consulting and Training, we take pride in our track record of driving exceptional results for our clients. This case study highlights our successful interventions in the ITES sector, focusing on major players in the industry.
Challenge:
We identified the need to optimise processes, significantly reducing the number of full-time employees (FTE) required, thereby enhancing efficiency and cost-effectiveness within the ITES sector.
Approach:
We initiated a comprehensive BPM Mapping & Migration project, meticulously analysing existing workflows and identifying inefficiencies. Our deployment of Lean methodologies, BPM, Continuous Improvement (CI) practices, and Six Sigma principles provided a robust framework for transformation. Our phased approach ensured minimal disruption while achieving maximum impact.
Implementation:
- BPM Mapping & Migration: Detailed mapping of current processes, identifying redundancies, and creating a streamlined workflow for improved efficiency.
- Lean Deployment: Implemented Lean principles to eliminate waste, reduce cycle times, and enhance productivity.
- Six Sigma Integration: Utilised Six Sigma tools to improve process quality and reduce variability, leading to consistent and reliable outcomes.
- Continuous Improvement: Fostered a culture of ongoing enhancement through CI practices, encouraging teams to regularly identify and implement process improvements.
Results & Learnings:
- A new customer service agent can be trained in multiple processes within two days before handling resolutions.
- Empower people first, then expect better outcomes.
- IT-enabled processes also need process mapping, as essential accountability steps can be overlooked.
- Always consider the customer as the primary focus.
- Continuous Improvement (CI) is a mindset and culture, not just a technique; it’s about People and Process, not just tools.
- Proper Root Cause Analysis (RCA) typically shows that People and Process are 80% of the cause, but convenience and other vested interests often obscure this.
- Implementing products alone doesn’t yield results; the “Why” and “What” must be clearly defined.
- What works in one place may not work elsewhere; process maturity, team alignment, leadership openness, and acceptance are key to success.
- Many leaders see process work as transactional and delegate it, but the leader’s involvement is crucial to creating desired outcomes.
- The process documentation framework and commitment to thorough documentation often highlight areas of shortfall or corner-cutting.
- Processes should be mapped independently of individuals.
