Situation
The Quebec Worker Compensation Board (CSST) provides services to 3 million workers across the province of Quebec in Canada. The information technology department of the CSST was looking to improve the quality of their help desk.
The Information Technology support service provides on-line technical support and maintains the CSST network infrastructure. There was indications unreliability in the services offered. Even if 95% of trouble ticket were resolved within 24 hours in respect with the internal service agreement, there was high level of complains.
Having heard of the reputation Cognitive Group for Business Process optimization. The Quebec Worker Compensation Board CIO decided to hire Cognitive Group to optimize the CSST’s customer services.
Approach
The project began with a review of the support services operations. This initial stage involved Field Study approach to analyze the current process. Customers and members of the IT department were observed and interviewed.
Cognitive Group approach “The Cognitive Approach” make employees at ease. It gathers more facts and subtle information that are not normally verbalized with common interview techniques.
“With the cognitive approach and tools we obtained a real understanding of the client perspective on the quality of services that we offer.” (Benoit LeFrançois
Following the review, it was recommended to restructure certain tasks. For example to allow first line support agents to respond to basic network management request, to remove duplication of trouble ticket, to reduce the number of printer vendors.
Results
Six month after the restructuring the Quebec Worker Compensation Board improved the quality of the service up to a 95% satisfaction level[1] , now respecting deadlines and budgets.
“In the past there was a lot of instability and unreliability in our services. …Now our client satisfaction level with our services is up to 95%.” (Benoit LeFrançois)
One of the changes is that every major update is now carefully planned before visiting the client. The purpose of the upgrade is explained and an appropriate date for the implementation of the upgrade is agreed in advance with the customer. For customers in remote areas, a support member stays on site to provide help for one or two days after each system upgrade.
“All these improvements at the initial stage of a project with a client have resulted in fewer follow-up problems and reduced implementation time.” (Benoit LeFrançois)
“In our new electronic services, these changes have resulted in a cost reduction of approximately $2 million per year.” (Benoit LeFrançois)
Solution impact
- The cost of departmental operations decreased by $2 million per year.
- A better synchronization and relation with customers was established.
- Customer satisfaction with the new services increased to a 95% satisfaction level.
Daniel Engelberg 31/12/99 12:00 AM
My interpretation; please validate.Situation
The Quebec Worker Compensation Board (CSST) provides services to 3 million workers across the province of Quebec in Canada. The information technology department of the CSST was looking to improve the quality of their help desk.
The Information Technology support service provides on-line technical support and maintains the CSST network infrastructure. There was indications unreliability in the services offered. Even if 95% of trouble ticket were resolved within 24 hours in respect with the internal service agreement, there was high level of complains.
Having heard of the reputation Cognitive Group for Business Process optimization. The Quebec Worker Compensation Board CIO decided to hire Cognitive Group to optimize the CSST’s customer services.
Approach
The project began with a review of the support services operations. This initial stage involved Field Study approach to analyze the current process. Customers and members of the IT department were observed and interviewed.
Cognitive Group approach “The Cognitive Approach” make employees at ease. It gathers more facts and subtle information that are not normally verbalized with common interview techniques.
“With the cognitive approach and tools we obtained a real understanding of the client perspective on the quality of services that we offer.” (Benoit LeFrançois)
Following the review, it was recommended to restructure certain tasks. For example to allow first line support agents to respond to basic network management request, to remove duplication of trouble ticket, to reduce the number of printer vendors.
Results
Six month after the restructuring the Quebec Worker Compensation Board improved the quality of the service up to a 95% satisfaction level[1] , now respecting deadlines and budgets.
“In the past there was a lot of instability and unreliability in our services. …Now our client satisfaction level with our services is up to 95%.” (Benoit LeFrançois)
One of the changes is that every major update is now carefully planned before visiting the client. The purpose of the upgrade is explained and an appropriate date for the implementation of the upgrade is agreed in advance with the customer. For customers in remote areas, a support member stays on site to provide help for one or two days after each system upgrade.
“All these improvements at the initial stage of a project with a client have resulted in fewer follow-up problems and reduced implementation time.” (Benoit LeFrançois)
“In our new electronic services, these changes have resulted in a cost reduction of approximately $2 million per year.” (Benoit LeFrançois)
Solution impact
- The cost of departmental operations decreased by $2 million per year.
- A better synchronization and relation with customers was established.
- Customer satisfaction with the new services increased to a 95% satisfaction level.
Daniel Engelberg 31/12/99 12:00 AM
My interpretation; please validate.