Lean transformation in the Customer Service of Statoil retail
Our mission
- Perform a full Lean pilot in two teams in order to assess the improvement potential
- 6 months program including a diagnostic, design and implementation phase
- Secure an improvement plan following the pilot in order to sustain the new way of working
- Coach 2 navigators in order to make sure they become autonomous lean experts at the end of the pilot
End Results
- Efficiency gains between 15 and 20% were identified while enhancing customer orientation and quality
- A new team organization was defined
- As a result, a roll-out to 4 other teams/countries was carried out
- Also, several processes were reorganized into a shared service center whose design and implementation plan were carried out by the project team
Approach
- Diagnostic
- Survey customer expectations and satisfaction
- Review quantitatively and qualitatively all organizational blocks
- Workshops with team members, review existing data, collecting non-existing data, 1-to-1 interviews, internal benchmark
- Design
- Stabilize key processes and formalize into SOPs
- Redesign the whole team scheduling including changes to work organization
- Design a new performance management process
- Redefine the setup of the system supporting written channel interactions
- Start the continuous improvement process with team members
- Improve the knowledge management/training process
- Design the shared service center in charge of several centralized processes
- Implementation
- Test the new scheduling/work organization
- Implement the new performance system
- Start the focused training / knowledge management initiatives
- Migration plan for the shared service center (recruitment, IT/facilities,…)
- Roll-out to other scopes
- Quick scan based on initial learnings
- Define an implementation action plan
Main challenges
- Reveal problems in the diagnostic phase in a culture where problems are hidden
- Make sure managers dedicate the necessary time to work on improvements and coach the teams
- Trigger a cultural shift from pure execution to a focus on process improvement
- Deal with cultural diversity and resistance to change