Making Our Customers, Teams & Stockholders Happy

Transcription

1 Making Our Customers, Teams & Stockholders Happy Quest Diagnostics Service Journey Marla Kouche, Director, Customer Service Tracey Sauls, Project Manager, National Customer Service

2 What We Intend to Convey 1. Insight on building pragmatic Customer Service Solutions that are effective at creating ROI 2. Methodology to change the engine while the airplane is in flight 3. Successful change management strategies that helped us drive adoption 4. Best practices gleaned from hard work, toil and even some mistakes

3 Quest Diagnostics provides unmatched leadership and expertise as your laboratory partner Named to Forbes Magazine's 2016 "100 Most Trustworthy Companies in America $7.5B 2016 Revenues 43K Employees 30% of Americans 50% of all U.S. Physicians 50% of all U.S. Hospitals ~430K Patients per Night Regional Hub Labs Regional Response Labs Esoteric Labs Regional Service Labs Patient Service Centers

4 National Customer Services Who we are Our mission is to deliver a great customer experience with efficient operations and an inspired workforce 900+ employees interacting daily with physicians, hospitals & patients Average 8 years representative tenure with expertise in clinical service 2 physical, 300 virtual locations servicing 17 Lab Operations, 6 Regions, for our 500,000+ Clients 12 Million calls annually; 50k Calls every day Open 24x7, 365 days a year

5 Our change imperative To Accelerate Growth and Drive Operational Excellence Getting to revenue in an opportunistic market Emergent business model and product platform Employee attrition and a drop in satisfaction scores

6 Plane is in Flight 50,000 Calls per Day

7 Task-Tool Mismatch CIRCA 1970

8 High Expectations Low Realization

9 Need to Reduce Complexity & Risk

10 Patient Safety

11 Competing Priorities

12 Entrenched Behaviors process idea

13 How We Approached Agent Desktop from Design to Execution Inspire Provide an inspiring vision; begin with end in mind; emphasize opportunities, not problems; trust your people Organize Set rules; create a system with business and IT working together, guiding structures and processes Design Leverage knowledge base; build to UX & outcomes strategy; encourage risk taking Execute Set up a mature Program Structure; create and empower cross-functional teams.; Measure & Communicate Progress Reward Measure progress; reward both individual and collective contributions; celebrate success, make business fun.

14 Inspiring with Our Vision for the Future By our CCRs and for our CCRs EVOLUTION OF Quest NCS The day is quickly approaching. The process of duplicate documentation through several software systems will soon be a thing of the past. Agent desktop is almost here! Imagine a workplace where you log onto your computer and sign into only one system. Your workload is broken down into pie charts and your next accessing is sent to you with just a blink of an eye. All necessary and required information that is needed is all on one screen and the transition of one patient to another during the call is as easy as scrollng down and selecting the next patient. I will be a reality, and it will change our work lives as well as our clients lives. Jacob Camponauer, CCR

15 Design Process Core business team spanned our national footprint Agile best practices Designed by the CCRs, and for the CCRs SMEs involved on a daily basis Intense 3-week design sessions Business team meeting 2 times per week Focus groups with teams across INCUBATE the company Product Demos conducted at least monthly

16 Iterative Cycles INCUBATE Brings together information from other source systems (i.e., QLS, OptiMaxx, Wiki, etc.) for CCRs to be able to locate in one system Is also a case management system with easy check boxes that makes documentation easier Integrates with our Avaya phone system making phone calls and logging in more efficient Provides visibility through dashboards and workflows so that we can make better decisions Innovate Ideate Frame Design Evaluate Screen Socialize Incubate Resource Prototype Reinforce Justify ROI Build Agile Lifecycles Change Cops Training Huddles Surveys

17 A Good Change Culture Drives Outcomes Every update is a good improvement keep up the good work Hero-culture Formal and closed Command and control Fear of making mistakes Local thinking Redundancy Mentoring-culture Informal and open Consensus-driven Explore and evaluate Systems thinking Diversity ADT is great, just keep improving and I'll keep working it... Thank you!!!! OB ADT IS GREAT I'M A FAN! Yes, I love ADT!

18 Reward Often and In Many Ways Recognition Quest SME Community of Practice Design Team Participation Learning Curves New Roles Annual Incentive Plans

19 Lesson #1: Begin with the End in Mind Know what Success Looks Like Understand Business Outcomes Needed & How to Get There Current AHT 215 s Target AHT 170 s 20% Improvement Greet Authenticate Reason Locate Info Send Elec. Brand/ACW Welcome Confirm Office & Phone How Can I Help You? Search Patient Info Fax or Close Out Call Current 7 s Target 7 s Current 33 s Target 28 s Current 38 s Target 33 s Current 61 s Target 49 s Current 41 s Target 31 s Current 26 s Target 16 s

20 Lesson #2: Scaling thru Community Easier Said Than Done 7 Times, 7 Ways Ant Farm, by Uncle Milton, invented 1956

21 Lesson #3: What Gets Measured, Gets Done

22 Lesson #4: A Picture Is Worth a Thousand Words

23 On Tap for Improved Customer Experience with Better Channels Self Service Text Messaging Chat 2. More Operating Efficiencies with Automation Non-Phone Work 3. Better Empowerment and Leadership Enablement with Data Improved Dashboards

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