Overview Customer Care Admin Pool

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Presntation to new executves Q4 2008. Where did the team start and how did they evolve?

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  • 2005-2009: Who are they; how did we create the pool and where did we take it?
  • The house: How do we help it stand?
  • 2005 we had one person managing the following: Administrative requests from in and outside sales teams; facilities and MIS requests; employee morale functions. Process COO’s on Material Lifts. Daily account management of the Catalog customers to include order entry and invoicing via EDI tools. Process all manual credits/invoices, including PDI; account rebates; PLC rebates. Supervision of the switchboard team of three team members. 2006 - 2007 we experienced substantial growth & changes to many of these processes and staffed to ensure we could implement Lean Administrative goals for the year. We added one Catalog ISR in sales; two credit and invoice TM’s in quality. Grew the switchboard team from three to six and moved them under sales with their own supervisor. Admin Pool is currently represented by one administrative supervisor who splits the workload with two admin coordinators and one admin specialist. The group has evolved and become the “go to” team for help, often best practicing with many other Genie teams. Victoria ensures continued education; mentoring; weekly 1:1’s and admin staff meetings. All requests are managed through our shared Salesadmindesk@genieind.com email account. The group has been able to focus this year on project goals, vastly improved TM skill sets; Genie knowledge; response times; metrics maintained; cross training and continued education. If we don’t know the answer we find it. If you don’t have something you need we get it for you. If you are in the field and stuck in some way, we work on your issue on behalf of Redmond to include management assistance where needed.
  • Two Admin Teams: (1) Call Center = reside in building 3. Six operators; shifts 5:00-6:00. Rotate to cover the three top customer buildings. (2) Team of 11 cut in 2009 due to reduction in force.
  • Heijunka: Lean term – Visual Level Loading of Work
  • Entry level inside sales repr
  • Overview Customer Care Admin Pool

    1. 1. Victoria Wood Customer Care Supervisor Team Overview January
    2. 2. Admin Pool LEADERSHIP COMMITMENT FOR COMPETITIVE ADVANTAGE SUPERB HUMAN RESOURCE PRACTICES <ul><li>CUSTOMER DRIVEN BUSINESS PROCESSES </li></ul><ul><li>Continuous Improvement in Quality, Speed, and Simplicity </li></ul>RAPIDLY DELIVERING NEW PRODUCTS & SERVICES DEVELOPING OPERATIONAL EXCELLENCE PLANNING EXCELLENCE & ANNUAL DEPLOYMENT ACHIEVING INTENSE CUSTOMER FOCUS TEREX BUSINESS SYSTEM
    3. 3. Admin Pool <ul><ul><ul><li>Small administrative team, supporting intense customer satisfaction both internal and external </li></ul></ul></ul><ul><ul><ul><li>Continued growth in our customer base on a variety of requests </li></ul></ul></ul><ul><ul><ul><li>Research and fulfill requests in a timely professional manner </li></ul></ul></ul><ul><ul><ul><li>Maintain ownership of processes: Daily invoices; Certificates; Intermediate to advanced software skills. E-PO account to include file management and SOX audits. Manage all MIS requests for our organization, monitor requests daily for status and manage expectations. </li></ul></ul></ul><ul><ul><ul><li>Issuing all customer credits and rebates (250+ per month) </li></ul></ul></ul><ul><ul><ul><li>Tracking all organization metrics and communicating findings </li></ul></ul></ul>Intense Customer Focus
    4. 4. <ul><ul><ul><li>Striving to continually identify & implement Lean Genie Admin practices </li></ul></ul></ul><ul><ul><ul><li>Maintaining ownership of sales administrative processes </li></ul></ul></ul><ul><ul><ul><ul><li>E-PO & Fleet PO Accounts </li></ul></ul></ul></ul><ul><ul><ul><ul><li>PO Files and Archives </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Genie & Terex Certificates </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Notary Public </li></ul></ul></ul></ul><ul><ul><ul><ul><li>TIP Support & Implementations </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Genie Industries Invoices </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Sales Admin Desk; Fleet Services; E-PO; Service Technical </li></ul></ul></ul></ul><ul><ul><ul><ul><li>SOX Audits </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Software Expertise </li></ul></ul></ul></ul>Customer Driven Business Processes
    5. 5. <ul><ul><ul><li>From (2004): 2.5 switchboard operators with no daily supervision. No administrative headcount. </li></ul></ul></ul><ul><ul><ul><li>To (2005): Leadership implemented: Admin team grew to four and switchboard to six team members; two lobby receptionists and one temp. </li></ul></ul></ul><ul><ul><ul><li>Weekly 1:1’s with supervisor. Supervisor ensured continued training opportunities to include shadowing other positions. </li></ul></ul></ul><ul><ul><ul><li>Change (04-09) : Team member retention/growth. 1 earned a full ride scholarship; 3 promotions into admin roles; 1 promotion into parts department; 1 promotion into logistics; 1 promotion to sales rep; 1 promotion to quality analyst; one specialized in TBS support. </li></ul></ul></ul>Superb Human Resource Practices
    6. 6. Team: Admin Pool
    7. 7. Call Center Team <ul><li>Professional Switchboard Team </li></ul><ul><li>Admin specialists: Entry level PC skills; Exemplary customer service phone skills. </li></ul><ul><li>Corporate image: Live voice on the phone; professional; friendly; setting the customers expectations as the 1 st point of contact. </li></ul><ul><li>Six team members staffed Monday – Friday 5:00am-6:00pm. </li></ul><ul><li>Call center averages 2800 inbound calls per day or up to 46K per month. </li></ul><ul><li>Expertise in customer care; and corporate functions </li></ul><ul><li>Supported three customer facing lobbies. </li></ul><ul><li>All staff participates in two TIPs a year and minimum of two continued education opportunities each year. Minimum of one opportunity per year of shadowing in another area of the company. </li></ul>
    8. 8. Admin Pool Staffing changes; Reset team dynamics and skill sets; Continued education; each TM in one TIP by year end; Take on more support of outside sales; help each team in customer service generate updated SOPs. Snapshot 2007 Q3: # of emails saved in Sales Admin Desk account: MIS # 2683 ADMIN # 953 Breakdown of requests: MIS 50% – Certificate of origins (print daily), ones from Rock Hill, Trailer Certs, Reprints, MSO (mostly for Canada or going overseas), Business Card requests for Outside sales or from anyone in the company, MIS request from Outside sales or Inside Sales – new laptop, new Blackberry, new monitor, keyboard, phone, mouse, printer, fax, copy machine, software, etc. Other 35% – Helping Executives, originator code, Guest Visit Program, New Hire Outside Sales, Agenda and training, Catering requests, Price lists request, Event planning, Training new hires Admin requests 15% – Facilities, lights out, move information, conference room sign up, ordering office supplies, projector/laptop checkout, organization chart changes, ARA ordering; creating originator codes; distributing weekly reports. Admin Coordinator Team
    9. 9. Standard Work / Admin Coordinators <ul><li>Administrative Lean: Daily Lean Focus </li></ul><ul><li>(example of administrative lean project see Heijunka slide) </li></ul><ul><li>Shared Resources: Applied lean administrative practices by creating several shared e-mail accounts. Sales Admin Desk; Hot List; Sales Info; Sales PO Desk; Admin TIP; Service Technical; Fleet Services; Int’l Sales. Lost Opportunity & Quality voicemail. </li></ul><ul><li>Sales Admin Desk alias: Shared outlook e-mail account. Supervisor and the admin pool monitor the email account daily 5am – 5pm. All requests are one touch (no duplication) and same day response. Complete or communicate expectations the same day of each request. No duplication. No delay. </li></ul><ul><li>E-PO / Fleet Services / Hot List: Monitored all inbound PO’s; distributed work; audited work completion; ensured technology constraints were addressed. </li></ul><ul><li>Service Technical / Sales Info: Customer questions from the corporate website. Responded to all requests within 2-4 hours; assigned technical questions to appropriate team for resolution. </li></ul><ul><li>Back up / cross training / shadowing: Trained as back up to each other on specific tasks as well as to back up the catalog ISR; credits issued; ML order entry and switchboards. Shadows with other TMs to understand daily work and identify areas were we can take over tasks, keeping the best expertise where most needed. </li></ul><ul><li>SOP’s/Metric Boards – Admin Pool maintains up-to-date SOPs on all admin duties and has begun working with remaining customer service teams on updating their SOP’s. Each team has visual metric boards to identify key priorities for the year. </li></ul><ul><li>Continued Education: All admin staff participates in two TIPs a year. Able to take continued education courses; shadow in other teams. </li></ul>
    10. 10. Certificate Specialist <ul><li>2005: Only printing TML’s and TZ”s (aprox. 5-20 a day) </li></ul><ul><li>2006: Pace picked up toward the mid-year with Terex Light Towers and Generators (aprox.150 a month) </li></ul><ul><li>2007: Began printing all Certificates in Redmond (including Generators and Load King Rental Trailers) </li></ul><ul><li>Volume of certificates processed when from a max of 20 per day to anywhere from 200-700 a month. </li></ul><ul><li>SOP’s are continually evolving and being updated. Minimum of 2-3 hours per day to process all certificates. </li></ul><ul><li>S2 2008 – we moved our admin to logistics and the certificates as well. Admin Pool is the back up on certificates if logistics is short staffed. </li></ul>
    11. 11. Heijunka Admin <ul><li>One of the keys to Intense Customer Focus is the ability to obtain timely and professional responses to all manner of requests. The admin pool has “standard work” as well as “non standard” requests. </li></ul><ul><li>STANDARD WORK </li></ul><ul><li>E-PO’s: Manage inbound PO’s. Confirm receipt internally; rename inbound PO’s in shared electronic account for access by ISR’s. Confirm completed PO’s are in AS400 and file all PO’s day of completion. </li></ul><ul><li>File Management: Scanning BOL’s; Daily filing of completed PO’s; Manage 2 yr’s PO files on-site; Yearly archive and reset of files. </li></ul><ul><li>Audits: Internal accounting audits performed; SOX PO; BOL Credit audits. Must pass audit at 100% or auditors increase the audit amount. </li></ul><ul><li>Next slide </li></ul>
    12. 12. TBS Admin <ul><li>Be the resource to TBS facilitators that ensures all calendar requests are managed along with appropriate documentation. </li></ul><ul><li>STANDARD WORK </li></ul><ul><li>Scheduling events and meal planning </li></ul><ul><li>Planning resources accordingly </li></ul><ul><li>Documentation of all TIP documentation requiring exemplary skills in Outlook; Excel; PowerPoint and Visio </li></ul>
    13. 13. Quality Analyst <ul><li>Timely execution of customer credits & rebates </li></ul><ul><li>STANDARD WORK </li></ul><ul><li>Timely response to all requests </li></ul><ul><li>Research and validate request </li></ul><ul><li>Process all credits in the AS400 system ensuring accuracy </li></ul><ul><li>Communicating metrics to executive staff via Excel or PowerPoint </li></ul><ul><li>Requiring exemplary skills in Outlook; Excel and AS400 </li></ul>
    14. 14. Catalog Sales Rep <ul><li>Account management of EDI accounts </li></ul><ul><li>STANDARD WORK </li></ul><ul><li>Timely response to all requests <24 hr </li></ul><ul><li>Research and validate request </li></ul><ul><li>Enter purchase orders in the AS400 system ensuring accuracy </li></ul><ul><li>Contacting the plant scheduler on all EDI orders </li></ul><ul><li>Daily invoicing via EDI tools </li></ul><ul><li>Processing requests to analyst of any account rebates earned </li></ul><ul><li>Issuing all RGAs </li></ul><ul><li>Yearly pricing to implement within EDI tools </li></ul>
    15. 15. From: “As Is” 2005. Poor customer service; order entry errors; weeks behind in entering orders Inbound PO’s 2005 Where did we go… Terex Improvement Process (TIP) Plan; Do; Check; Adjust (PDCA) Under 48 hour order entry; SOX compliant; Standard Work; Working Heijunka
    16. 16. Variety of Requests <ul><li>PowerPoint Presentations </li></ul><ul><li>Data Entry (Excel & Word) </li></ul><ul><li>Contact Sheets </li></ul><ul><li>Flow Charts </li></ul><ul><li>Calendars </li></ul><ul><li>Research </li></ul><ul><li>Audits </li></ul><ul><li>SOPs </li></ul><ul><li>Meeting Planning </li></ul><ul><li>Technical (MIS) </li></ul><ul><li>Facilities </li></ul><ul><li>Form Creation </li></ul>
    17. 17. Administrative Pool – In Summary <ul><li>To Summarize the VALUE PROPOSITION OF THE SALES ADMIN POOL: </li></ul><ul><li>Visualize that snapshot of where we were in 2005, with improvements in admin processes & following SOP’s we’ve vastly improved our customers expectation of true customer service. </li></ul><ul><li>Who are our customers? Inside Sales Reps; Outside Sales Reps; Executives; I.S. Department; EDI Accounts and customers requiring Certificates of origin and Manufacturer Statement of Origin. </li></ul><ul><li>Bottom line, take a look at the Terex SEP thermometer! Our motto has been “Help me help you sell”. What can we do for you to keep you on the phone selling and building relationships. </li></ul><ul><li>We have been successful in providing the ISRs with the ability to focus on sharing their true skill sets, building strong customer relationships while selling PRODUCTS; SERVICES AND THE GENIE EXPERIENCE. </li></ul><ul><li>We may not have glamorous roles, but we are passionate about what we can do to help our entire organization work together to deliver true value to our customers. </li></ul>
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