GPS Management Team: In Touch SessionsOctober 2013

Guinness Primary Corporate Objective:

Increase Customer Satisfaction to 85%

Customer Insight Driven Service Improvement

Jason HicksonStrategy and Research ManagerStrategy and Communications

GPS Management Team: In Touch SessionsOctober 2013

• About Me: I’m a researcher, I do surveys

• Context: Guinness’ New Structure/System

• Approach: Customer insight driven service improvement:• Voluntas DMAIC approach• Voluntas ‘Lean’ workshops

• Findings and Learnings: Improving the process

Agenda

*Figures are based on GNC data only, but figures are at similar levels in each division

GPS Management Team: In Touch SessionsOctober 2013History/Divisions of The Guinness Partnership

Northern Counties

Housing Association

(2008)

Guinness Trust (1890)

Parchment Group /

Hermitage Housing (1992)

Midsummer / Milton

Keynes Housing

Association (2006)

Avondown Housing

Association (1991)

Clapton Community Housing Trust (2001)

William Sutton Housing Alliance + Ujima Housing

Group(2001)

The Riverside PartnershipRiverside Housing Group, the

Regenda Group and the Liverpool Housing Trust

Gloucestershire Housing

Association

GPS Management Team: In Touch SessionsOctober 2013New Guinness Functional Structure (Nov, 2014)

Customer Facing Functions

Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985)

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New Single Core System - April 2015

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GPS Management Team: In Touch SessionsOctober 2013

Overview:

Guinness’ Customer Insight Driven Approach to:

Repairs Service Improvement

Voluntas suggested: DMAIC = Structured Approach

DMAIC is a tried and trusted method to deliver sustainable improvement in an existing process

• Define the problem (map the process)

• Measure what is currently happening

• Analyse this data to identify areas of waste and inefficiency

• Improve the current process

• Control the improvements to ensure their sustainability

Guinness’ Approach to:

• Defining the problem: Repairs1. Customer satisfaction survey

• INSIGHT: Repairs is the main driver of satisfaction

2. Customer Complaints Analysis - Repairs

3. Customer Journey Mapping - Repairs• Qualitative research with customers• Quantitative repairs surveys

4. Internal Repairs Process Mapping - Repairs• Voluntas stakeholder workshops (‘Lean’)

Communication (304) Speed (294) Appointment (65)Quality (87)

Define - Repairs Complaints Analysis/Themes

GPS Management Team: In Touch SessionsOctober 2013

Define – Customer Journey Map (part 1) Responsive Repairs Tracker Survey

GPS Management Team: In Touch SessionsOctober 2013Sustainable Service Improvement

Three elements help make improvement sustainable

Staff

Behaviour

SystemsProcess

GoodSatisfaction

?

GPS Management Team: In Touch SessionsOctober 2013

So what next?Internal Process Mapping

GPS Management Team: In Touch SessionsOctober 2013‘Lean’ Repairs Process Mapping

Define the problems

• Vb Value to the Business (Guinness)• Vc Value to Customer• Vcon Value to Contractor• NW Necessary Waste• WW Unnecessary Waste

GPS Management Team: In Touch SessionsOctober 2013

Extract: New process map including Service Failure points

GPS Management Team: In Touch SessionsOctober 2013

So what next?Measure

The DMAIC Approach

• Define the problem (map the process)

• Measure what is currently happening

• Analyse this data to identify areas of waste and inefficiency

• Improve the current process

• Control the improvements to ensure their sustainability

Project Paused – Single Core Systems

GPS Management Team: In Touch SessionsOctober 2013

How do we improve DMAIC execution?

GPS Management Team: In Touch SessionsOctober 2013Learnings so far

• Timing: Wait until measurement tools are in place

• Resource: Allow the project team time (from ‘day job’)

• Organisation: Reconfigure and integrate resources

GPS Management Team: In Touch SessionsOctober 2013

A firm’s ability to….

‘….. reconfigure and integrate its resources (Teece et al., 1997)

Theory: Key to Sustainable Success

‘….. effectively organise and reorganise its resources’(Barney & Hesterly, 2011)

GPS Management Team: In Touch SessionsOctober 2013Customer Journey is cross-functional

Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985)

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Repairs Customer Journey

‘Touch Points’

Complaints

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GPS Management Team: In Touch SessionsOctober 2013Service Improvement is cross-functional

Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance (Michael Porter, 1985)

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GPS Management Team: In Touch SessionsOctober 2013I have a question for you:

How does your organisation improve cross-functional customer service?

Unconference Session Option:

‘Re-organising and re-integrating resources to deliver insight driven service improvement'