MASTER SUN CONSULTING

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MASTER SUN CONSULTING

• Service Transformation Consulting

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• Transformational Change is a conscious
  sustainable change to a higher level of business
  performance business health

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What Makes Master Sun Consulting Different ?

• We specialize in transformational change.
• We focus on achieving results and not on writing
  reports
• We implement what we propose
• We create a joint venture with the clients
  management team
• Steering Committee, Management Action Teams, Task
  Force
• We work at all levels of the organization
• Senior management to field staff. CEO to Peon
• We work on creating enduring relationships with
  our clients

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Master Sun Consulting

• Transformational Change Process Sub Processes
• Transformational Change Process Tools
  Methodologies
• Hepta-Serve Seven Focus Areas of Service
  Transfromation

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Transformational Change Process (TCP)

• Transformational Change Process is a proven
  highly capable process for engineering
  sustainable cultural transformation
• Transformational Change Process is broken into
  four sub-processes Business Health Check, Focus,
  Rollout Institutionalization
• Transformational Change Process measures hard
  business benefit indicators as well as soft
  cultural indicators at the termination of every
  sub process
• Transformational Change Process is aided by
  various tools methodologies

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TCP Strategy Implementation Framework
Stage
Institutionalization of the process
Identification definition of areas of
improvement
Development of solution and testing
Implementation of solution across all units
Activity
Sustained Strategy
Strategic Direction
Strategic Guidelines
Strategy
Output
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Master Sun Consulting

• Transformational Change Process Sub Processes
• Transformational Change Process Tools
  Methodologies
• Hepta-Serve Seven Focus Areas of Service
  Transfromation

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TCP Tools Methodologies
Process
Transformation Management, Minds Path Matrix
Impacting Leadership, Management Climate
Balanced Scorecard Strategic Implementation
Methodologies Tools
Management Control Systems ,Short Interval Control
Business Process Design ,Re-engineering
Automation
Project Management, Training Communications
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Master Sun Consulting

• Transformational Change Process Sub Processes
• Transformational Change Process Tools
  Methodologies
• Hepta-Serve Seven Focus Areas of Service
  Transformation

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Hepta-Serve Model

• Hepta-Serve identifies Seven Focus Areas .
  Some/all of which may be worked upon for a
  sustainable measurable change in Service or
  Service Transformation

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• Focus Area 1
• Focus OR Leadership Commitment

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Leadership Commitment

• Top Management Commitment Time which Entails
• Service Quality Champion for Top Management
• Developing Benchmarking Standards of Service
  Performance
• Establish Scorecards with Internal External
  Matrices
• Monitor Implementation of Service Strategy
• Short Interval Control Review Process

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Leadership Commitment

• Best Practice Indian Bank
• Organizational Structure to facilitate setting up
  of a dedicated Service Quality Group with a
  defined mandate to measure, improve drive
  service quality initiatives
• Best Practice Highlights
• Dedicated Customer Service Quality Group with
  its focus on
• Service metrics to measure performance of every
  unit
• Identification of root causes for service
  breakdowns
• Customer communication
• Customer feedback analysis
• Convener of Customer Service Council
  constituting heads of various departments to
  monitor, track report progress on various
  customer service initiatives
• Internal BPR Unit with its focus on
  implementation of policies and process
  improvements relating to service delivery across
  all retail products and channels

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• Focus Area 2
• Process Capability Building

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PROCESS CAPABILITY

• Two Elements to Process Capability
• Organizational piece
• What do we do?
• Flexible
• Human piece
• How do we do?
• Customer Friendly
• In-patient Admissions A family shows up for
  admission
• The business piece includes checking the
  registration, reserving bed, handing out
  necessary brochure, collecting the advance money,
  etc.
• The human piece includes a cheery greeting, offer
  of information, a comfortable seating area. The
  human piece may also include changing the bed
  type if the family wish to change, making special
  arrangement for an unexpected handicapped
  individual, etc.

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Process Capability

• Best Practice Leading Indian Bank
• Role definition , Documentation Measurement for
  Processes
• Best Practice Highlights
• Processes are classified into
• Enabler Processes
• Support Processes
• Management Processes
• All processes are documented and control
  documents are managed as per Document Management
  system guidelines
• Measurements are established for all the
  processes and data collection done to track
  performance

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Continuous Process Improvement

• Continuous Root Cause Analysis Process
  Improvements
• Identify and extract issues that concern the
  customer
• Obtain feedback from units who interacted with
  the customer
• Review of current process of handling the raised
  issue
• Identify root cause of failure, if any
• Initiate process change (if required) and track
  impact

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Example RCA Banking

• Issue Cheque Deposited Not Credited
• Root Causes Action Plans
• Cheque rejected / returned cases
• New product line in esearch for uploading reject
  cheques
• Strengthening of front end checks . Fortnightly
  audit by CTD
• Outbound calling at branches for all final
  returns
• Amount parked in Insufficient details
  account/collection account
• Pay-in slips with mobile numbers introduced
  
• Selective Outbound Calling at RPCs to facilitate
  repair
• Front End Service request creation Errors
• Training given to front end to ensure proper SR
  type selection
• CTD shared the SR audit findings with front end
  on fortnightly basis

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• Focus Area 3
• People Capability Building

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People Capability Process

• INDUCTION
• Customer Service an organizational value
• Orient to the culture
• FOCUSSED TRAINING
• Standards and Scripts
• Skill Enhancement
• Customer handling
• Communication
• Conflict Resolution and Stress Management
• Developing Trainers
• PERFORMANCE MONITORING
• Individual Feedback System
• Coaching and Counseling
• RECOGNIZING REWARDING
• RE TRAINING

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People Capability

• Best Practice Leading US Bank
• Project Green Revolution Empowering individuals
  through knowledge is the core value of green
  revolution
• Best Practice Highlights
• Green stands for an individuals job
  proficiency level
• Three proficiency levels of employees
• Never trained on the function
• Trained on the job but less than 3 months on the
  desk
• Trained and handled the desk for more than 3
  months Champion
• Green Revolution aims at training every employee
  on minimum 4 functional skills
• 2 main skills which is the main function,2 backup
  skills
• Individual Performance Assessment Coaching
• Gallup surveys customers who had visited a bank
  branch or phoned a call center during the
  previous week
• Within two weeks, everyone from the employee
  involved in the transaction to top management
  knows how the customer rated that interaction
• Leaders use the system's weekly reports to focus
  attention and praise on areas that are performing
  well -- and to take corrective action in areas
  that are under-performing
• Service leaders use the information to help team
  leaders analyze processes that may be creating
  service quality issues
• Team leaders use the information to coach
  individual employees on what they have done well
  and where they need to improve.

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• Focus Area 4
• Balanced Measurement

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Service Balanced Scorecard
What are the financial objectives for service
quality ? What are the major sources of increase
in customer revenue, retention?
Who are the target customers that will generate
the revenue growth? What are the objectives and
how do we measure success with them?
Turnaround times, quality, service
failures. Activities needed to create the
required customer value proposition and
differentiation and the desired financial outcomes
Organization infrastructure, skills,
capabilities, knowledge of employees, working
climate.. The ability to execute internal
business processes in new differentiated ways
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Performance Management

• Best Practice Leading US Banks
• An integrated approach to performance management
  that links service performance, incentivization
  coaching
• Best Practice Highlights
• Service Measurement Program is based on six key
  principles
• Measuring service quality at the team level
• Measure the key factors that affect service
  quality and customer loyalty
• Develop effective incentive programs that
  significantly reward performance
• Measurement process and incentive program should
  be relatively simple, has substantial
  face-validity, and is easy to understand
• Communications and training related to the
  program must be continuous
• Measurement, intervention, and coaching must take
  place with the individual customer-facing
  employees as close to the time of their
  interaction with the customer as possible

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• Focus Area 5
• Service Assurance

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Service Assurance

• Strong Accessibility Reach
• For a Telecom Provider this Translates to
• Geographical Reach
• 24x7 availability
• Resource Availability Service Desks
• Multilingual approach
• Reliability Consistency
• For a Telecom Service Provider this Translates to
• Coverage ( Regional Player / National Player)
• Ability to make and receive calls wherever he
  wants
• Ability to make / receive calls inside a building
• No Call Drop ( no cut off while talking )
• Sound Clarity ( No cracking, echo, disturbance
  or gaps in speech )

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• Focus Area 6
• Service Edge

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Service Edge

• Empowerment of Front End
• End to end Process Integration
• Integrated CRM
• Integrated systems
• Real-time information availability
• Capability to execute actions on-line

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Service Edge CRM

• Best Practice Leading Indian Bank
• Customized CRM System that has defined workflows,
  provides system driven tracking of TAT,
  escalation mechanism to bottleneck flow back of
  current status to all channels
• Best Practice Highlights
• Customer Relationship Management System
• Helping to scale up existing processes by
  defining standard workflows
• Automated workflow and assignment rules for 1700
  requests
• Providing system driven tracking by reducing
  dependence on emails and eliminating follow-ups
• Offering a universal view of the Customer to
  benefit both the sales and service organizations
• Reducing cost through collaboration between
  departments and a reduction in deviation from
  processes CRM rolled out to cover 1000 units over
  13000 users
• TAT tracking on an individual and aggregate level
• Built-in 5 level escalation to address individual
  bottlenecks
• Flow back of information on status to all channels

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• Focus Area 7
• Service Product Design

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Product Development
Strategy
Feasibility
Development
Launch
Scale-up
P0
P4
P3
P2
P1
P0
do we want to do it ?
P1
is it viable ?
P2
are we ready to launch?
P3
is the project mandate complete ?
P4
is any restructuring needed to enhance success ?
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There is only one boss, and whether a person
shines shoes for a living or heads up the biggest
corporation in the world, the boss remains the
same. It is the customer! The customer is the
person who pays everyones salary and who decides
whether a business is going to succeed or fail.
In fact, the customer can fire everybody in the
company from the CEO on down, and he can do it
simply by spending his money somewhere else.
Literally everything we do, every concept
perceived, every technology developed and
associate employed, is directed with this one
objective clearly in mind pleasing the
customer. - Sam M. Walton, CEO Wal-Mart
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For a Detailed Presentation Contact

• Mobile [phone]
• Fax [phone]
• solutions_at_mastersunindia.com