Process Performance in Customer Services
Palomäki, Jussi (2014)
2014
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023112431451
https://urn.fi/URN:NBN:fi:amk-2023112431451
Tiivistelmä
The importance of customer services has increased along with the growing use of information technology. The last decades have been time of rapid development and expansion of usage for the healthcare IT systems. For this reason the importance of customer services has emerged playing a major role in companies active in this field of industry.
This study focuses on the customer support unit and the process of the customer service of a company operating in this industry. The aim of improving the efficiency of the customer support unit has naturally increased customer satisfaction. A more detailed goal in this study is to increase the performance of the customer support unit in a process point of view, and in that way to have a positive impact on the main objective.
The first phase of this study was to clarify the present state of the organization and the
functionality of the process in general. The survey information obtained was used for a further study, which was explored based of the findings in the initial results that were showing possible problem areas in the functionality of the customer service process. The research was done by applying ideas of the LEAN methodology for service industry activities – the main focus in efficiency of the flow and thereby better customer experience and more efficient operations in the customer support unit. From the ERP and the hour-logging system used in the company a very comprehensive report was available on the basis of which a sufficiently detailed analysis was done successfully.
Based on the results the operation of the customer support unit was fine-tuned to a more efficient model by changing the operating model of the selected pilot group. Increasing the flow efficiency by changing the mode of operation was particularly targeted.
After the changes had been implemented, the impacts were verified by analyzing the same reports that were used in the change analysis made before the change. The data after the change is to be used as decision support for further amendments. It could be concluded that impacts have been positive – based on the after change analysis the flow efficiency of the process has increased.
This study focuses on the customer support unit and the process of the customer service of a company operating in this industry. The aim of improving the efficiency of the customer support unit has naturally increased customer satisfaction. A more detailed goal in this study is to increase the performance of the customer support unit in a process point of view, and in that way to have a positive impact on the main objective.
The first phase of this study was to clarify the present state of the organization and the
functionality of the process in general. The survey information obtained was used for a further study, which was explored based of the findings in the initial results that were showing possible problem areas in the functionality of the customer service process. The research was done by applying ideas of the LEAN methodology for service industry activities – the main focus in efficiency of the flow and thereby better customer experience and more efficient operations in the customer support unit. From the ERP and the hour-logging system used in the company a very comprehensive report was available on the basis of which a sufficiently detailed analysis was done successfully.
Based on the results the operation of the customer support unit was fine-tuned to a more efficient model by changing the operating model of the selected pilot group. Increasing the flow efficiency by changing the mode of operation was particularly targeted.
After the changes had been implemented, the impacts were verified by analyzing the same reports that were used in the change analysis made before the change. The data after the change is to be used as decision support for further amendments. It could be concluded that impacts have been positive – based on the after change analysis the flow efficiency of the process has increased.