Lean transformation in the Customer Service of Statoil retail

2013

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

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