The document outlines the Guinness Partnership's strategy for improving customer satisfaction by 85% through a customer insight-driven service improvement approach. It details the implementation of the DMAIC methodology for analyzing and enhancing repair services, which are identified as critical to customer satisfaction. The document emphasizes the importance of organizational capability in sustainable success, providing insights into their operational structure and future directions for service improvements.

1. GPS Management Team: In Touch Sessions
October 2013
Guinness Primary Corporate Objective:
Increase Customer Satisfaction to 85%
Customer Insight Driven
Service Improvement
Jason Hickson
Strategy and Research Manager
Strategy and Communications

2. GPS Management Team: In Touch Sessions
October 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

3. GPS Management Team: In Touch Sessions
October 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 Partnership
Riverside Housing Group, the
Regenda Group and the Liverpool
Housing Trust
Gloucestershire
Housing
Association

4. GPS Management Team: In Touch Sessions
October 2013New Guinness Functional Structure (Nov, 2014)
Customer Facing Functions
Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance
(Michael Porter, 1985)
Asset
Management
(Surveyors)
InternalDLO
Contractors
Customer
Services
Property
Services
Strategyand
communications
New Single Core System - April 2015
Human Resource
Finance
IT
Procurement

5. GPS Management Team: In Touch Sessions
October 2013
Overview:
Guinness’ Customer Insight
Driven Approach to:
Repairs Service
Improvement

6. 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

7. Guinness’ Approach to:
• Defining the problem: Repairs
1. 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’)

8. Communication (304) Speed (294) Appointment (65)Quality (87)
Define - Repairs Complaints Analysis/Themes

9. GPS Management Team: In Touch Sessions
October 2013
Define – Customer Journey Map (part 1)
Responsive Repairs Tracker Survey

10. GPS Management Team: In Touch Sessions
October 2013Sustainable Service Improvement
Three elements help make improvement sustainable
Staff
Behaviour
SystemsProcess
Good
Satisfaction
?

11. GPS Management Team: In Touch Sessions
October 2013
So what next?
Internal Process Mapping

12. GPS Management Team: In Touch Sessions
October 2013‘Lean’ Repairs Process Mapping
Define the problems
• Vb Value to the Business (Guinness)
• Vc Value to Customer
• VconValue to Contractor
• NW Necessary Waste
• WW Unnecessary Waste

13. GPS Management Team: In Touch Sessions
October 2013
Extract: New process map including
Service Failure points

14. GPS Management Team: In Touch Sessions
October 2013
So what next?
Measure

15. 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

16. GPS Management Team: In Touch Sessions
October 2013
How do we improve
DMAIC execution?

17. GPS Management Team: In Touch Sessions
October 2013
Learnings so far
• Timing: Wait until measurement tools are in place
• Resource: Allow the project team time (from ‘day job’)
• Organisation: Reconfigure and integrate resources

18. GPS Management Team: In Touch Sessions
October 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)

19. GPS Management Team: In Touch Sessions
October 2013
Customer Journey is cross-functional
Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance
(Michael Porter, 1985)
Asset
Management
(Surveyors)
Contractors
Customer
Services
Property
Services
Strategyand
communications
Repairs
Customer Journey
‘Touch Points’
Complaints
Human Resource
Finance
IT
Procurement

20. GPS Management Team: In Touch Sessions
October 2013
Service Improvement is cross-functional
Value Chain - Competitive Advantage: Creating and Sustaining Superior Performance
(Michael Porter, 1985)
Asset
Management
(Surveyors)
Contractors
Customer
Services
Property
Services
Strategyand
communications
D M A I C
Procurement
IT
Finance
Human Resource

21. GPS Management Team: In Touch Sessions
October 2013
I 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'