3. Identifying A Problem
We selected the TakeOut
‘contract to launch’ process
because they were
experiencing delays in
having restaurants go live
4. Environment
● Implementation Team spends 15 hours per
week sorting through the same emails
o All team members receive customer
emails and responses simultaneously
● Team focused primarily on customer
responses rather than on production of work
● Backlog of work within Operations team
● Employees & Customers were frustrated
● No visibility of open cases and work
5. Defining The Problem Statement
Priority Matrix
Problem Statement: Customers are not
receiving email responses within 24 hours.
Problem Statement: Kickin Chicken was not
able to go launch in 90 days.
Through this process we identified a lot of
bleeding from outside of our control, so we
refocused on what we could control
7. Root Cause
● This impacted their ability to work on
launching new customers and other
operational tasks
● To validate we interviewed and shadowed
the implementation team
● We learned that we were finally on the
right track
o Employees were feeling strained
o There was inconsistent workflow
o Team members were responding to
the same customer issues, at times
resulting in further problems
● We identified that the Current email
process being inefficient was the most
viable cause
9. Decision Making
● Increase production during normal
business hours by 13%
● Worked through two options, which were
to implement a New Support Schedule or
a Support Tracking System
● Implementing Support Tracking System
appears to be our most viable option
14. Safeguarding The Plan
Possible Problems Probability Results
Customer usage & adoption HIGH HIGH
Staff usage & adoption HIGH HIGH
No funding LOW HIGH
System failures LOW HIGH
System incompatibility LOW HIGH
Difficulty in learning software LOW MED
Insufficient training LOW MED
Employee buy in LOW MED
Upper management support LOW HIGH
Lack of resources to
implement solution
LOW MED
Unable to launch on schedule HIGH LOW
15. Back Up Plan
Problems Problem
Elimination
Back-Up Plan
Customer usage & adoption Send weekly communications notifying clients of
transition
Reply to customers and notify them of new email
address
Create automated response notifying clients to send
issues/question to proper email
Delete old email account so customers will get
bounceback email
Staff usage & adoption Monitor number of open tickets per employee and
provide feedback and additional training
Remove support team from ops@takeout.com email
address
Schedule 1 on 1 sessions with employees to review
expectations, and set improvement goals
18. TakeOut Technologies Team Today
During this process, TakeOut Technologies decided to launch a support tracking
system through Zoho Customer Support. The product was launched January 5, 2015.
They have seen a significant improvement in their service, but are still working
through the bearings of the new system. They anticipate the system will be fully
integrated with their software by Q3 of 2015.
19. Current Environment
● Increased productivity by 31%
● Increased Focus for team members
● Clearer expectations for team and customers
● More Organized - ability to track tickets
● Ability to track response times to customer inquiries
Comments from TakeOut Tech Team Members:
Anita Boivin - “Implementing Zoho has definitely saved us valuable time when reviewing, assigning, and tracking service
emails.”
Jennifer Bolander - “I have seen a significant drop in the amount of emails going to my Outlook inbox. Mondays are way more
productive than they used to be. With Zoho, it is now easy to search for a ticket and see if there was a response and what the
response was. When only using Outlook, this process was tedious and frustrating. Now I can open Zoho and be able to see
immediately the status of tickets. My morning process which used to take hours during very busy times now takes about 30
minutes (give or take).”
21. What we learned!
● Identifying the right problem statement is critical, you may
have 2-3 before being able to move forward
● Don’t jump to a solution without following the steps, as
the initial solution can be the wrong choice
● Follow the process. The most obvious solution may not
be the root cause
● Focus on what you can control
● The Lean process takes time and patience, but when
done correctly, the results can make a significant impact
to the business and the employees
KAIZEN (GOOD CHANGE)
22. Presented By:
Sean Bates
Melanie Van Rensburg
Lan Chu
Ben Moshinsky
Kristyn Millar
TakeOut Technologies, a Restaurants on the Run Company
