Why You Should Celebrate 2016 National Customer Service Week Oct 3rd – 9th!

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In the words of Philadelphia’s Benjamin Franklin, “Well done is better than well said.” The idea of customer service is often reserved to describe interaction with stores, restaurants, and other organizations in the private sector. Rarely do we hear people say “Wow, I had a great experience dealing with the staff at any government agency!” Fortunately, those outside of government might be surprised at how seriously excellence in service delivery is taken in the public sector.

Let’s take a look at national Customer Service Week which was created by 1992 by the President of the United States, citing the value of service excellence in a free market economy.

The President’s proclamation said:

A business will do a better job of providing high-quality goods and services by listening to its employees and by empowering them with opportunities to make a difference. Customer service professionals work in the front lines where a firm meets its customers; where supply meets demand. With responsive policies and procedures and with simple courtesy, customer service professionals can go a long way toward ensuring customer satisfaction and eliciting the next round of orders and purchases. The Congress, by Senate Joint Resolution 166, has designated the week of October 4 through October 10, 1992, as “National Customer Service Week” and requested the President to issue a proclamation in observance of this week.

NOW, THEREFORE, I, GEORGE BUSH, President of the United States of America, do hereby proclaim the week of October 4 through October 10, 1992, and the first week of October in subsequent years, as National Customer Service Week. I invite all Americans to observe this week with appropriate programs and activities.

IN WITNESS WHEREOF, I have hereunto set my hand this eighth day of October, in the year of our Lord nineteen hundred and ninety-two, and of the Independence of the United States of America the two hundred and seventeenth.

George H. Bush

Across the country, including the federal government agencies, there is a movement to improve the delivery of information and service to those in need.

During the first week of October 2016, they are making Benjamin Franklin proud by not just talking about customer service but actually doing something (many things actually) to make sure our customers are properly “served.”

Using Lean Management & Human-centered Design to Improve Government Customer Experience

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Lean Management is a customer-centric methodology used to improve the current business process by using the DMAIC (Define, Measure, Analyze, Improve, and Control) technique. Following the DMAIC blueprint will provide organizations insight into what the actual root cause problem is by measuring and analyzing various data sets, and developing process flow maps to understand the “as is” state.

• Define: Understanding the problem through the outputs of the human-centered design research

• Measure: Measure data pulled from the contact centers

• Analyze: Analyze and determine the cause(s) of the defects (understanding the waste).

• Improve: Improve the process by eliminating defects (unnecessary steps, decreased wait times, and shorter scripts)

• Control: Control future process performance (governance through new policies and procedures)

The lean approach focuses on increasing taxpayer value by improving the processes associated with delivering high customer value. Using the problems defined through the human center design research will point government in the right direction to which processes it needs to begin to hone it on. The problems government thinks are pertinent, may not be relevant in the eyes of the taxpayer. The contact center, being one of the first touch points for a taxpayer, can be reengineered to run more effectively and efficiently by making the internal workflow of calls leaner. The “as is” process map is the starting point to improving services because it visualizes the current process allowing for a clear picture of evident breakdowns in the process.

Defining the problem with the contact center and understanding the process is one piece to the puzzle, the ability to measure, analyze and improve based on the data collected is a critical component to developing sustainable, scalable solutions. Analyzing the various data sets will allow designers to identify areas of waste in the process, ultimately improving the experience of the taxpayer while simultaneously decreasing internal costs for government. Often than not, the government will tack on more employees and additional resources to a problem that can be easily solved by redesigning the process to work more efficiently. The desired outcome is to develop a solution that will be sustainable for government and taxpayers in the future and not a stop-gap solution for today.

Improving how calls are routed, improving the verbiage in the scripts, shortening wait times, and upgrading data collection platforms are all interlocked in improving the taxpayer’s experience when interacting with the contact centers. The one common denominator for all this to be successful is data. Data will allow leadership to understand the pain points in the process and begin to take a proactive approach in improving the taxpayer’s experience. Lean methodologies break down each component of the process to ensure the internal value stream is being utilized effectively to increase customer satisfaction. Human center design thinking is instrumental in providing lean management with accurate taxpayer problems to lay the framework for business process improvements across all facets of the contact center.