The workshop won’t allow it!

How often to we hear that one part of an organisation will not allow another part to deliver a service because the policies and procedures get in the way of common sense?

He is a local example of what happens in practice.

I have been talking to a motorcycle dealer recently about the option to change my bike.

Now the sale team have been really good at giving me access to ride the bikes that I wanted at a time that suited me. They have fed me coffee, and spent time trying to understand my needs.

Despite their best endeavours the dreaded computer systems managed to get in their way at regular intervals.  I have been asked for me address, and email address on a number of occasions, by the same two people for different computer systems!

In conversation the other day I found out that because this particular branch of the dealership is too successful they register some sales via their other dealerships. You will never guess why – because the supplier sets the dealers targets on an annual basis to sell units.

If they appear too successful then the supplier increases the targets to the point that the dealership begins to lose revenue! so, the dodge is to register units at different dealerships to disguise the success on one branch. making efficiencies

This makes good business sense for the dealer who is bound by the stupid rules of the supplier, who doubtless thinks that it is being clever.

The rub for the dealer in question is that this means that they have to travel backwards and forwards up and down the motorway to register vehicles at different locations to bend the rules set by the supplier.

Step back and hopefully you can see the madness in this target. The waste and additional cost that is incurred by the dealer to bend the rules to maximise the income from the supplier and manage the outcome performance at the year-end.  Not to mention the impact upon the customer!

This is sadly not unusual in businesses, who for reasons best known to themselves put in place silly rules and procedures in an effort to control the market place.

In reality of course the same number of units is sold in the market place what ever the supplier decides, but because the rules the dealer has to manipulate the data to make the system work.

So that’s seems pretty normal, but then the stupidity really starts. I have received a great service from the guys at the front line trying to sell me a bike, they have done what they can to help me make an informed choice about a replacement bike.

All is going well, until I receive a call from my nice sales guy to tell me that I must pay a bit more cash over as a deposit because ‘ the workshop aren’t very busy today and want to work on preparing my new bike’ sounds good I thought, but then the bombshell.

The workshop won’t start the work until I have topped up my deposit to cover their costs!!

Guess what the sales team don’t run the business the workshop does! Now in truth it’s not the fault of the workshop manager. It’s his boss.

You see even though this is a small dealership they have very clear lines of demarcation. Functional specialisation on steroids.

They clearly have separate profit centres. If the workshop do work for sales and it does not follow through to a sale then the workshop loses out financially.

So the system quickly begins to breakdown from a customer perspective. What starts life as great customer service ends up as a trade-off between sales and the workshop and guess what –  the customer loses out big time.

Now it does not have to be this way. It’s a relatively small business, it has two locations. The systems in place plausibly look like they are adding value to the business, but in truth they all run around with bits of paper and talk to one another all the time, so what’s the need for a CRM style system.

Functionalisation is driving cost in to the organisation. I know from the relationship that I have built up that the margin on the sale is not huge, so why burn profit undertaking bureaucratic nonsense that makes life worse for the customer.

And as for the supplier of the product –  well it is a great product, but its relationship with its dealerships is based purely on number of units,  and yet its philosophy seems intended to be more customer centric.  The lesson here is about the unintended consequences of targets against longer term vision.

In the end I take delivery of a vehicle that does not have all of its accessories fitted. Some did not turn up in time, other bits are still awaiting for collection at the other franchise.

I need to spent time at some point going back for rework. In effect lost time and effort for the workshop who did not get it right first time, because the parts did not arrive at the right time.

Great product, with enthusiastic people trying to do the right thing within a system that makes it difficult to get it right first time: can the leaders spot the room for improvement I wonder?

Do you see parallels in your own organisation?

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Easier to break into a prison?

Just tired to get to talk to someone via the Post Office call centre about one of their products and almost gave up.

I think that was really what they wanted me to do – give up!

Every IVR connection that I made pushed me towards the web site. The answers that I had already found did not answer my question.

When I did get through I spoke to a young women who clearly did not really want to speak to me. She tried to close the call at every opportunity.

I persisted to get the answers that I wanted. It’s a shame really because they have a really good product. A pity that they have bred a call centre culture that behaves like all the others. Time bound, and target driven.

Scottish Power it goes on….

To my surprise I received a letter today from my utility company telling my how sorry they were that I had made a complaint.

The letter, computer generated obviously, gave me a complaint reference number a seven digit number, so they must get a few!

The letter outlines a three stage process to resolve my complaint. The letter tells me that If the complaint cannot be dealt with immediately it will be passed to the Customer Care Team, where a dedicated member of this specialist  team will resolve my query with 10 working days –  keeping me fully informed of progress throughout.

In the unlikely event that I am not satisfied the Customer Service Director will review it personally. Apparently I can also contact the Ombudsman if I am not happy.

Well those of you who read my last blog will know that I escalated the call to the Customer Care Team on the day and they intervened to sort out the cock up created by the system.

So now the computer has generated yet more waste by sending me a letter.

I have no doubt that the performance indicators for both the call hander and the customer care team log a positive outcome to my complaint which I have no doubt will be closed within the 10 days set as a target.

A bonus may even hang on this! All of this is costing Scottish Power to fix, but it’s not helping me the bill payer –  its all waste and pouring our money down the drain.

I cannot wait to see what the next letter says.

Two times three or six?

I was looking for a bulb for the kitchen recently. The pack of six looked a bargain, until I saw the price of a pack of three! It’s the system stupid!

IMG_2092 IMG_2093

Can you ring back tomorrow?

Here is one to make you smile. I needed to move some money electronically to meet a commitment. The window of opportunity to do this was limited. All was going well until an error message appeared. I could try again later or call an 0845 number. Deciding to take the bull by the horns I rang the number, after the usual IVR sequence and trash music playing for a few minutes whilst I was reminded how important my call was to them I was answered.

The chap took me around a few loops trying and retrying the steps that had already failed, no doubt in accordance with the script, but the same message came back each time.  He made a polite exit for a short while to get some advice. More music and more waiting. He came back and got me to try the routine one more time. Playing along I dutifully went through the process again. Again nothing happened. So he made his excuses and disappeared again. This time it seemed like ages. Half a CD worth, or at least it felt like it.

Great news he came back on the line full of apologies about the delay. I waited expectantly.  He had talked to the department that could help us. Good news I thought! Alas they had just closed and although they knew what to do they could not help me because it was home time. The options available –  to try again later, or call them back in the morning and start all over again. I asked if there was a special number I could call to get the advice I needed. But no came the reply just try us again on the 0845 number.

No real surprise in todays world of call centres and IVR. The resolution is simple. Train your call handlers against the demands that customers most frequently have and give them latitude in the IT system to do what is necessary to sort the problem out. In the case of expert help have that expertise available close at hand for the caller handler  so that they can get help as and when they need it. Not wait in a call queue like everyone else to get help. Finally that help needs to be on hand for all the hours that the call centre is open. I thought clocking off at home time was reserved for old fashioned manufacturing plants not call centres.

So lost time for me. Lots of rework and waste in the financial services organisation. But all targets met for the day and everyone is happy. Except me as the customer. A crazy world!

A conversation this weekend stopped me in my tracks.

A conversation this weekend stopped me in my tracks. A friend of mine told me a story about something that happened to him at work this week.  He overheard a call to one of his team from their internal sales call centre. It transpired that a customer had requested a delivery, nothing special you might think? However, the sale had come from a business a couple of hundred yards from where he was currently located. The irony was that the sales assistant in the call centre two hundred miles away was explaining that the order could not be placed with the local depot. Instead she advised that it had to come from a depot 50 miles away!

The logic – the sales targets indicated that the product needed to be delivered from that depot 50 miles away, other wise they would not hit their sales target for the month. Fortunately, my friend who was the manager over both sites stepped in to over rule the decision. He said to me ‘I thought this is madness,  I was prepared to take the consequences, and so I overruled the decision. The decision was ridiculous. Sales were not happy’. This got us on to a conversation about the stupidity of targets and the effect that they have within businesses. For the sake of a sales target the business was prepared to spend more cash delivering tonnes of product by taking a 100 mile round trip. How can this be good for business?

Fortunately my friend has a systemic view of the world, and was able to allow common sense to prevail and take executive action. He could see how barmy this decision really was.

The worrying thing is that If he had not been in the right place at the right time the business would have lost money, but it would have hit it’s sale targets for the month. How barmy is that!

He was the first to recognise that the sales team will be making arbitrary decisions like this every day. The sad thing is that he feels powerless to impact the command and control style of management that operates within the business.

Boys from the black stuff the story goes on..

Well it’s now twelve days since the saga started. You will recall that the local county council had resurfaced a road. In the process local residents had fallen and injured themselves due to the delay in scrapping the top surface off and truing up to resurface the road. The local paper picked this up and gave it publicity. In the process of finishing the job the road worked managed to fill six drains with a mix of the old top surface and the new black top.

Job creation

Well, the drains remain blocked. I have heard nothing from the council, other than an acknowledgement to my email. ( No real surprise there!) The autumn is upon us and the rainy season has returned.

I am wondering how long it will take the council to clear the drains. I am also wondering what the next issue will be, if they don’t pull their finger out. Flooding is on my list. A road traffic collision is not beyond the realm of possibility as the road in question adjoins a busy route. All addition costs and potential distress that could have been avoided if the job had been done properly in the first place. Better still that the inspector that visited the job afterwards had done their job properly and got the rework undertaken quickly. Of course if  inspection was built-in to the work on the ground then the job would have been left in a good shape. However, because management believe that you need to separate inspection from the job it causes sloppy behaviour on the ground, as no one accepts responsibility for the job. Every one blames someone else. Driving costs up and customer satisfaction down.

In the meantime the resurfacing work goes on elsewhere in the town. Guess what the drains are also being filled with debris. A systemic fault with the way that the work is being undertaken. Adding more costs for a council that claims to be hard presses for cash. Getting the job done right first time would be a start. I am guessing that the ‘chaps’ in their ivory tower over in Preston have not been out of the office to see what is really going on across the patch. If they did they would learn how to design and manage the work in a different way, producing better outcomes for everyone. The balanced score card that they rely upon is telling lies, but no one can see beyond the fiction created by made up numbers.

Watch this space….

Boys from the black stuff the story goes on…

If you read the first instalment you will already know that the council came to resurface a road nearby where I live. It’s a road that I travel on at least once a day. It’s a busy road. It took them over a week to get the job done. The work was packaged into discrete components that obviously suited the work schedule and the works order, but singularly failed to deliver a good outcome for local people. Not least because six drains were left blocked by the ‘expert’ work of the team on the ground, whose job it was to remove and re lay the top surface. So, I decided to log the issue of blocked drains using the on-line e form and wait to see what happened. I would have called them, but it was going to cost me money to call them and help them do their job. Why would I bother doing that?

It was not easy to find the form on the web site. You had to know your way around local government departments to find it. Anyway, a few minutes after logging the call  I get an auto response back saying that the ‘aim’ to respond in 48 hours. An hour later another email arrives. A speedy outcome I can hear you thinking. Sadly not! A note to say that the call has now been logged in the highways system and passed to a Highways Inspector who will inspect and decide upon the action required, and that this will be planned and prioritised as seen appropriate. I am then advised that if I want an up date on this matter then I can call the contact centre after 10 days and they will advise me of progress.

Having taken breath, I dropped them a line back to say that the drains did not need inspecting –  they needed clearing! Needless to say they have not as yet responded to my comment. The saga goes on..

But it does not end there. In the local paper at the weekend I read an interesting article “Streets like a minefield’. It talked about the dangerous obstacles faced after the surface had been left pitted and potholed. Apparently three people had been injured as a result of falling over on the poor surface. A local Town Councillor was quoted as saying ‘it’s ludicrous’. Unsurprisingly, no one from the Highways Department was available to comment.

Good job well done?

The councillor is right, along with the resultant insurance claims that will surely follow the cost of this job will rocket as lawyers and bureaucrats from different parts of the council come together to defend their corner. And for what?

The chaos comes down to the design and management of work. Budgets, targets, inspections, specifications all prevent the workers on the ground from doing the right thing. The contact centre operation has so far added only cost into the process, keying data into a back office system, generating pointless emails and doing their level best to dissuade me from contacting them again. I could show them how to save a bob or two.

The clock is ticking on the blocked drains. Poor weather is forecast and even more problems will mount if action is not taken quickly to sort out the failures caused by the work done so far.  Watch this space….

Boys from the black stuff

Good job well done?

I have been walking a long a road on my way in to my local town for a few years now. The surface has been getting worse over time. The occasional botch job has put ‘chewing gum’ in a couple of holes, but as we all know this does not last a winter. A waste of time and money: a temporary fix that ought to fixed properly the first time. The madness of inspection and scheduling of work on the basis of arbitrary priorities made against a limted budget.

Imagine my surprise when I arrived home one day recently to find a road  machine ripping the surface off the road for a stretch of about 200 metres. So far so good. Obviously the road then lay in its temporary state for a week with raised inspection covers and signage on the pavements, blocking access and causing confusion for road users. Organising the job as a continuous flow would make a lot more sense.

Then it was all systems go! The road workers and machinery arrived and by the end of the day the road was complete. Bingo! At face value the job looked a good one. The resurface was well finished sealed to the existing surface. But then oh no! I walked down the road a few days later and happened to look down a drain cover. I was shocked to find it full of road chippings. On my way back I decided to look at all the drains on the road, and guess what all of them were full/blocked by road dressing. So a great job on the face of it had turned in to rework. A further job for a different team to return to site and unblock each drain. More inspection, rescheduling and prioritisation; not to mention cost.

Given the weather this year I decided to take action and logged on to my local county council web site to see how good their on line service was. It took me a while. I decided not to ring the hot line number as the council has decided to charge me for the priviledge. So, having navigated the web site I found the section I needed. Not that easy to do. I have an advantage because I know what I am looking for because I understand how council departments organise themselves. I started to enter the detail in to the web site: a tedious process. I got an acknowledgment on the site and advised that I would get a response within 10 days! This was followed a few minutes later by a standard email saying my request would be dealt with soon! More duplication, and a confusing series of messages.

Let’s hope that it does not rain too hard before the work is scheduled. The damage caused by blocked mains drains is obvious; and all caused because the job was not done correctly at the time. Bad system or sloppy workers? Ironic really that the council faces a financial crisis, and by taking sort cuts based upon unit cost it has increased its costs! Madness.

As I write the saga goes on. Watch this space.