Customer Experience Process Keeps Moving On
By Troy Morrison, TM-I for Patrol 08 at Colorado Springs, Pueblo Maintenance Section 4, Region 2
Troy is participating in a cross-training program with the Colorado Department of Transportation (CDOT) Office of Communications.
July 17, 2014
The Customer Experience/Lean project that began in February to develop a strategy for improving the customer experience for external CDOT customers continues to make progress, focused on delivering an easily accessible customer experience that includes accurate and prompt responses to customers and provides a one-stop, personalized point of contact.
The eleven-member process improvement team (see the chart below) began by examining the current methods of handling customer inquiries, complaints, and comments; the timeliness and accuracy of response; and any other potential areas for improvement in CDOT’s customer service process.
It wasn't as if CDOT didn't already have a good foundation in this area. “CDOT has long been well regarded by the public for our level of customer service," noted Amy Ford, CDOT Director of Communications and the project's primary sponsor. "During the Lean project, we wanted to consider whether there were opportunities to build on our approach, whether we're doing it right at the present time, and to look at how we can reduce workload for folks around the state with a more efficient process.”
The process team has a major goal of empowering customer service providers, through technology and training, with the skills and responsibility to respond to customer issues.
The team has identified numerous items that could be streamlined and improved in the current process, some of which are listed below:
Decreasing the list of over 100 phone numbers on CDOT’s external website causing difficulty in customers selecting the correct number to call for assistance.
Eliminating cases of duplicate information on the two external CDOT websites: (cotrip.org and coloradodot.info).
Streamlining the 70+ steps identified in handling some customer inquiries or complaints.
Reducing the average final response time of five days and a goal to respond with an initial contact in 24 hours.
Improving the consistency of responses on the same issue.
Resolving issues with the current tracking system: the low percentage of calls/emails that are being tracked and referenced and the inability of the current IC3 system to accomplish the task.
The team has developed a four-phase strategy for improving and streamlining the customer service process with the goal of providing a timely, satisfactory and consistent response to customers 100% of the time. All four phases will need to be accomplished before the new customer service process is implemented.
Identify three to five customer service representatives and alternates in each region and Headquarters (HQ), provide the representatives training in customer service, CDOT knowledge, and the new tracking system.
Establishing a dedicated customer service phone line for each region and HQ with a continued emphasis on 511. The phone system will need to rotate between the three to five representatives and if no one answers, go to a phone tree with the availability for customers to leave a voice message.
Create a customer focused website with better access to information. Current plans for the website include a contact us button, FAQ section, contact phone numbers, the potential to access a live chat agent and the capability to upload photos and files.
Integrate the new tracking system with the customer phone lines, website, knowledge sharing tool and customer comments from the web and social media
It is anticipated that the implementation of phase one, the identification and training of customer service representatives, will begin in early 2015. Once all phases are completed and tested the new customer service program will be implemented.
CDOT Process Improvement Director Gary Vansuch pointed out the importance of this Lean effort in meeting one of CDOT's six strategic goals. "One of our six strategic focus areas is to 'Improve business processes for better customer service and efficiency.' This particular improvement project is directly tackling better customer service. Lean, at its very core, has two guiding principles: first, continuous improvement, and second, respect for people, especially for our customers. This project addresses both of those areas, and I applaud everyone who is engaged in this effort to improve our customers' experiences with CDOT."
