Working with software that had not been fully implemented, employees began downloading information into spreadsheets. This resulted in duplication of processes and outdated information. Staff levels were excessive, customer complaints were high (200 at any point in time) and client changes lead to inefficiencies in the warehouse.

The software supplier was dealt with to ensure the software was fully implemented. An electronic pipeline was then built. Staff confidence grew from using an accurate and timely data source, which removed the reliance on spreadsheets within the business.

The outcomes are

• Improved management control
• Improved transparency between departments
• Improved Customer Services
• Developed competitive advantage
• Business growth without increasing costs

The substantive outcomes are

• Customer service issues were reduced to less than 20 on average
• Staffing in customer service reduced from 6 to 1
• A single picker in the warehouse increase productivity from 60cbm to 100cbm
• Redeployed 4 staff members
• Reduced the layer of management
• The business has been able to grow 20% without increasing back office costs.

The client operated a hire business. There existed a high level of resistance to change among the staff, who were unwilling to change from manual processes, to a computer system. The availability of ‘for hire items’ was managed using a white board and quotes to clients were done manually and faxed. The client was operating in a highly competitive market place and closing the sale with the customer was critical. Inefficient handling of customer enquiries resulted in loss of business.

It was vital to work with the staff to demonstrate the benefits of computerisation, including how an increase in customer conversion ratio could lead to bigger staff bonuses. The existing computer system was updated and customer quotes automatically generated whilst the customer was still on the phone.

Staffing levels were reduced as efficiency increased and equipment utilization rate rose from 40 to 65%. Turnover increased with no increase of overheads.

The client was a manufacturing and installation business dealing with main contractors within a construction industry.

There existed culture of friction between departments resulting in poor customer relations and incurring unnecessary costs due to the misinformation within the company.

The solution was to develop an electronic pipeline from order to cash cycle. A CRM package was customised to link all departments and all correspondence from the original enquiry to final completion certificate was recorded in a single database. This allowed all communication to be captured and accurate reports could then be generated linking financial and non-financial data.

Competitive advantage was created as the process delivered a cost effective solution to the customer. Customer focus and service was improved. The level of rework was substantially reduced resulting in improved margins and profitability of the company and the ability to increase the volume/through put was done without increased costs of administration