Building Bega’s bench strength in continuous improvement

The problem

“As we navigate through a period of significant structural change, our customer service teams face the challenge of managing increasing demand, particularly around complex billing and rebate issues. We wanted to identify and address the underlying causes of the issues of this increased demand, so we could remove friction for our customers, scale efficiently and maintain high service standards.”

—Customer Contact Director

12+

Process Improvements

$562k

in savings

What we did

We mapped the ‘Public Holiday Deliveries’ service blue print which identified customer touch points, front and back-office activities, technology, teams, and internal and external pain points.

We identified the root causes of failure demand and co-designed a sustainable continuous improvement program, including a prioritisation criteria, and clear success measures to support the ongoing identification of customer demand issues.

We implemented visual management and tracking tools (such as sprint planning, showcases and retrospectives) and transferred knowledge and skills to Bega’s internal team so they could independently manage and sustain the program.

Outcome

“The continuous improvement program has been instrumental in identifying the root causes of failure demand. By focusing on our customer touch points, we’ve reduced unnecessary calls and directly improved the experience to our customers around the country.”

— Customer Contact Director

Results and deliverable

$526K of cost savings identified by eliminating the sources of failure demand
12 process improvements implemented to reduce failure in delivery scheduling and logistic
New continuous improvement program co-designed and delivered with cross-functional prioritisation process, rhythms and rituals.
Reduced unnecessary calls and improved customer experience for customers across the country.

Methodology

Failure Demand Analysis

Service Blueprinting

Visual Management & Ways Of Working