Customer Strategy & Planning 2018 - Be Your Personal Best 23rd -24th April 2018 The Majestic Hotel Harrogate - Professional Planning Forum
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Be Your Personal Best
Customer Strategy
& Planning 2018
23rd –24th April 2018
The Majestic Hotel
Harrogate
#ForumConf
Sainsbury’s Bank – A team with direction, working as one
§ Welcome to this Case Study
Presentation by Sainsbury’s Bank
§ There will be time for your
questions after the presentation
Allan Bell-Moore
Head of Resource Planning
SSE plc
Session Chair
Raising Standards in
2 The
Forum Customer Operations
Be Your Personal Best
Sainsbury’s Bank
A team with direction,
working as one
Richard Laidlaw
Head of Planning & Change,
Customer Services
Jamie Buchanan
MI Manager
#ForumConf
Introductions
Jamie Buchanan Richard Laidlaw
MI Manager Head of Planning & Change
Sainsbury’s Group
Founded in 1869 with over 1,400 stores in the UK employing over
180,000 people
Part of Home Retail Group, Argos became part of Sainsbury’s during its
acquisition in April 2016
Sainsbury’s clothing brand available in our supermarkets
Home furnishings available in most of our stores stocking other non-food
ranges
Was established in 1997 and was the UK’s first supermarket bank
Home furnishings which formed part of Home Retail Group
Sainsbury’s Bank – Who are we
Migrated from Located at multiple Our Head Office is • Savings
Lloyds Banking Sainsbury’s located in Edinburgh • Loans
Group and is supermarkets with our Contact • Cards
continually Centre in Fife • Mortgages
growing • Car Insurance
• Home Insurance
• Travel Insurance
• Travel Money
• Pet Insurance
• Life Insurance
Our History
199
7
Our Team…
Planning Change
MI Team
Team Team
Management & Executive Short, medium & long term
Reporting Portfolio management
manpower planning
Database development & Assurance of outsourced
BAU operational change
management supplier planning
Analysis and insight Customer contact
Real time management
management
Data & reporting
governance Scheduling & shift planning Continuous improvement
Operational cost management
Our Journey
BUILD EMBED DEVELOP
• Migrated Banking Platforms • Run our own • Improve
and customers from Lloyds operation • Processes
Banking Group to Sainsbury’s • Colleague capability Efficiency
Bank • Making it work • System capability
for business
• Implemented new and customers
Sainsbury’s Bank Banking
Platform • Evaluate and
review
• TUPE Lloyds Banking Group operational
colleagues and built new processes
operation
• Culture
• Operational processes
Our Journey
Key challenges
q Implementing a new IT platform and transitioning the business across from 3rd party
supplier
q Requirements to hit timelines creates delivery challenges and thus manual workarounds
which will impact on efficiency and colleagues
q Solutions moved to ‘day 2’
q TUPE transfer of colleagues from LBG to Sainsbury’s Bank creates a mixing of cultures &
differing ways of doing thingsOur Innovations
Built Teams from Planning New Banking and Multiple System Two New Contact
Scratch Models Built Insurance Releases Centres
Products
Back Office Make it Better Correspondenc MI Data Strategy Security Review
Workflow Tool e Review
Decision Trees Refresh of on-line Quality Redesigned Scripting Review
customer support Monitoring KMS process
pages RedesignHow did we do it?
Built Communicate
relationships openly & talk Created a
across wider about focus on
business & priorities what’s
Operations consistently important
Provided
opportunities Knowledge
for colleagues of processes
to own and systems
business to drive
challenges change
199
7
Focus on Use front line
what we can colleagues to
do, not what drive
Take action,
we can’t! Remove fear improvement
take
of making
learnings &
mistakes
improveOperational Change
Making Change More Agile
Empowered/
Reduced Capacity Customer Costs
Engaged
Complexity Created Satisfaction Reduced
Colleagues
Decision Trees Knowledge Digital Improvements
Make it Better Scripting Review
Base and
CommsMaking Knowledge Accessible
Customer Digital Journey
q Removal of Green ticks – the green ticks will be removed from the Sign in
pages for Online Banking
q Countdown timer – A countdown timer will be introduced
to let the customer know their session is about to expire
q Make a Payment - The Payee Reference field will be pre-populated with the
payee reference on the Make a Payment screen
q On-line help text
q Account Nickname – New wording to help customers understand the Account Nickname
field
q Payment Timescales – New wording to explain payment timescales to customersCustomer Tools Made Better
We made the search tool more prominent and user friendly
Before AfterScripting – Tone of Voice
Before
We would like to share your details (other than financial information) with Sainsbury’s Supermarkets Limited, and
use it to contact you by mail, telephone, E-mail or text message about other products and services that may
interest you.
Is that okay?
After
We’d like to share your details (other than financial information) with Sainsbury’s Supermarkets Limited so we
can contact you about other products and services that may interest you.
Is that okay?
Before
Do you declare that you will inform Sainsbury’s Bank if you cease to be so resident?
After
That you’ll tell Sainsbury’s Bank if you move outside the UK?Work Force Planning
Building the Team
FROM TO
• Planning team focussed on assuring 3rd party • New planning team created to focus on:
suppliers • Short, medium & long term planning
• Real time management
• Building operational resource based on
assumptions of new system & processes • Planning team creating manpower plans / models for both
in & out-sourced operations across banking & insurance
• New operation, whilst rich in telephony data,
had limited information on ‘back office’ • Governance framework in place to support planning cycle
• Building planning team fit for purpose to deal • Starting to manage multi-site operations
with both in and out-sourced operations
• Developing multi-skilling to improve capability & efficiency
• TUPE management team didn’t operate with
on-site planning team • Strong relationship built with operational management
team
Collaboration with Close working Created solutions for Shift reviews to Recruited internally &
operation at all levels relationship with MI system gaps bridge ‘hot spots’ externally to create
team from TUPE legacy balanced teamManagement Information
Building a platform of MI
Setting up for success
Built Teams from Inspiring and Can Do Attitude Tools
Scratch Developing
People
199
7
Meeting the customer demand
Stakeholder Continuous
Plan Training
Engagement ImprovementBuilding a platform of MI
199
7Improving our MI
Online Enquiries Case Management – The Challenge
No idea how long things were
taking Core system limitations
? !
Unable to monitor service Printed out work allocation
levels !
199 No way to resource effectively
Unable to monitor colleague
7 ! performance
No Intraday management No visibility of customer
! demand
No understanding of end to No ownership
end processes
?Improving our MI
Core data Workflow tool built Newly tagged data Dashboard used to
extracted from which uses data to fed into Power manage
Data Warehouse allow agents to Pivot model performance in
with SQL assign work real time
Performance
Data is Functionality built measures written Provides trending,
automatically in to prioritise against data to age analysis and
ingested in local work by age calculate volumes, performance by
datasets as part of AHT etc. agent
BAU process Items tagged with
demand, product Relationships Can be refreshed
and time stamps created against at any time to
product, demand, show current
dates and agents positionContinuous Improvement
Continuous Improvement Model
From To How?
No overarching Trained CI facilitators in
approach for CI Management buy-in
each operational area
Lack of visibility of Regular CI sessions Identified skills gaps and
benefits within Ops & training required
No clear view of Monthly reporting by
improvements made Benefits tracking
facilitators on progress
Lack of cohesion across Clear view of activity & Confidence gained from
the business on CI plan seeing successImprovement Outcomes
•Simplification of loans checking process reduced AHT by 7 minutes per case
•Speedier communication to customers reduced lead time to contact customer for refers by an
Loans average of 20 hours
Process
•Simplification of reports processes realised 5.12 FTE
•Improved management of customer maintenance requests created 3.1 FTE with 1 process stopped
entirely
Back office •Removal of complex customer identification validation releasing 1.3 FTE
Processing
•Improvement to test scripting reduced testing time by 75%
•Removal of non value add risk meetings released 30 days of management time in Operations
•Simplification of Senior Manager meetings allowed 25 days to be redeployed to more constructive
Risk activity
ProcessesOur Outcomes
ü Highly motivated and engaged team (87% engagement & 91%
Management Index)
ü Established culture of continually improving what we do
ü Greater visibility of performance resulting in improved management
capability
ü Provision of quality monitoring performance MI - improving our risk
position
ü More efficient processes for both colleagues and customers
The journey continues………………Be Your Personal Best
Case Study
Thank You
Innovation Award Finalist 2018
Sainsbury’s Bank – A team with
direction, working as oneTable buzz discussion
■ What was the most significant part
of this for you?
■ Which ideas may be transferable
to your organisation?
■ What is your top question?
31 Raising Standards in
The
Forum Customer OperationsNational Awards & Gala Dinner
c t s, No
p roje uals s pe mi n a
ak t
i s ing divid to T ions n
gn d in he o
c o
Re s an For w ope
um n
tea
m tea ,
m
Finalists’ days in June &
July
Gala Dinner
20th September, London
Raising Standards in
32 The
Forum Customer OperationsBe Your Personal Best
Customer Strategy
& Planning 2018
23rd –24th April 2018
The Majestic Hotel
Harrogate
#ForumConfYou can also read
