Actual performance month of sep
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Update Frequency - Monthly. Owner: Doug Beesley. Last update: 9/20/2011. Customer Satisfaction. Objective - In order to improve customer satisfaction you need to provide a reliable overall product that customers trust and therefore maintain or increase their bookings with ML.

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Actual performance month of sep

Update Frequency - Monthly

Owner: Doug Beesley

Last update: 9/20/2011

Customer Satisfaction

Objective - In order to improve customer satisfaction you need to provide a reliable overall product that customers trust and therefore maintain or increase their bookings with ML

KPI- Current measure of customer satisfaction in use is the Customer Satisfaction Score which is measured in customer satisfaction survey. Indexes are based on the Customer satisfaction survey question: “How likely are you to recommend Maersk to others?” (Customer Loyalty)

KPI Performance

Baseline (mean)

Target

5.6

Actual performance Month of SEP

6.0

Actual performance (mean)

On plan?

KPI on Target

Confidence (1-5):

Resources ok?

Current issues / Risks

See scores to specific questions --->

Improvement suggestions

1. Areas that C/S are adding value: Customer Care, Customer Experience, 3 O'clock Parade, When We Say No, Deputy / GSC Liaison review of customer satisfaction survey feedback for future areas of improvement, Bright Ideas Program, Green Belt Projects


Actual performance month of sep

Update Frequency - Weekly

Owner: Matt Clayton/Doug Beesley

Last update: 9/29/2011

E4CU - Export

Objective - The number of minutes it takes on average to execute a loaded booking within CS. To ensure a minimum level of export efficiency in CS is achieved.

KPI- Weekly loaded bookings (based on past 13 week rolling average) divided by current FTE in export CS. Note: We are reporting our actual weekly number (not 13 week rolling average) in order to assess week to week fluctuations.

KPI Performance

Baseline (mean)

65.21

End year Target

55

Actual performance Current Week 37

58

Actual performance (mean)

59.70

On plan?

KPI on Target

Confidence (1-5): 4

Resources ok?

Data description:

Loaded bookings taken from CODS based on RKEM load date and booking location.

Export FTE numbers based on numbers reported in CS Status Report from CS MNGs or Mployee (were available). Export FTE defined as all FTE working in CARE teams, Xtrade teams Vessel Recon teams and management associated with these teams and export process.

Current issues / Risks

Volume related

Week 34 – Only 4329 Loaded Bookings, 23% decrease from previous 4-week average.

Improvement suggestions

Lean Office initiative

Ask for More


Actual performance month of sep

Update Frequency - Weekly

Last update: 9/15/2011

Owner: Adam Knight/Doug Beesley

E4CU - Import

Objective - The number of minutes spent on average per import TPDoc within CS. To ensure a minimum level of import efficiency in CS is achieved.

KPI- Weekly import TPDocs (based on past 13 week rolling average) divided by current FTE in import CS. Note: We are reporting our actual weekly number (not 13 week rolling average) in order to assess week to week fluctuations.

KPI Performance

Baseline (mean)

20

End year Target

20

Actual performance Current Week 35

15

Actual performance (mean)

19.7

On plan?

KPI on Target

Confidence (1-5): 4

Resources ok?

Current issues / Risks

Volume related

Week 37 Data currently not available

Week 37 data currently not available

Improvement suggestions

Lean Office initiative

Ask for More


Actual performance month of sep

Week 37 data currently not available


Problem resolution tt

Problem Resolution TT

Project Owner: Luke Downey

Start Date:

Last Review Date: 9/28/2011

To provide a standardized system by which any customer problem is made visible across all the Maersk MGM processes so that a customer’s problem can be resolved quickly and efficiently. The output of the system of processes is a resolved problem and customer feedback.  All manage problem resolution processes will include the elements of a closure process with customer feedback, and recognized ownership of the customer problem.

Part of the system of Manage Problem Resolution processes is a root cause analysis process that will generate trend data for the purpose to create a list of issues that can be handed off to process owners to eliminate.

Purpose

Next Steps

  • Global Issue Resolution Tool

  • All of Customer Service to log Destination / Origin Issues in Issue Resolution Wk 36

  • Finance (Dem/Det), Sales Support, and Operations will begin working in Issue Resolution week 44. Training scheduled week 41,42,43.

  • Progress in Analyzing and Reducing Invoice Disputes and Turn Time

  • Current Gaps Between SCX and Global Issue Resolution Tool

  • Operational Data Not Available – (TBD)

  • Automated Routing of Issue – (Oct. Release)

  • Attributes (Jan 2012 for Waiver Process)

  • Reports (New BI Platform – ETA / TBA)

  • Escalation Emails (No ETA)

  • Inquiry By Container (TBD)

  • Editing Issue Details (TBD)

Risks / Barriers

Recent Progress


Actual performance month of sep

Update Frequency - Weekly

Owner: Jeff Hannis

Last update: 9/21/2011

OTD LOPFI

Objective - Ensuring a good and timely start of the transportation process from first export load port will positively contribute to timely final delivery contributing to a positive customer experience. Levers to improve first load port delivery performance include improved GCSS data quality, cargo readiness (gate-in, customs clearance) and inland transportation

KPI- 95% of shipments timely departure from first load port (excl. schedule reliability) - Match all shipments’ actual product departure day by promised product departure day upon departure from first load port OR vessel/voyage match actual to planned transport plan (to rinse for schedule reliability impact) (units on time/total units = On time %)

KPI Performance

Baseline (mean)

95%

Target

95%

Actual performance Current Week 36

95%

Recalculated (mean)

Resources ok?

On plan?

KPI on Target

Confidence (1-5): (3)

Current issues / Risks

Data Quality – addressing with Center

Capacity over booking of the vessels

CSA selecting incorrect shipment delay reasons

Improvement suggestions

1. We are utilizing weekly data to pinpoint CUS training for those selecting incorrect delay selection criteria within GCSS


Off shoring kpi

Off-shoring KPI

Project Owner: Adam Knight

Start Date: 4/12/2011

Last Review Date: 9/29/2011

Next Steps

Purpose

  • Continue to transition email bookings to the GSC.

  • GSC booking team to get trained on MEPC for MHG bookings

  • Lean Office team continues to work on import and vessel recon functions this week.

  • Identify transactional tasks that are being performed in the front offices which can be moved offshore to the GSC as part of the Lean Office model.

  • Free up front office colleagues to focus their efforts on more customer-focused activities, i.e. Customer Care, Ask For More, New Customer On-boarding, Exception Management

  • Empower GSC colleagues to take more ownership in the process in effort to reduce front office hand-backs.

  • Support cost reduction efforts within the Customer Service organization

  • NAM Lean Office pilot to be conducted in Miami

Risks / Barriers

Recent Progress

  • Resistance from the local organisation (both within CS and from other departments SAL,OPS, FIN)

  • Customer concerns related to new processes and communication channels

  • Full utilization of global off-shoring catalog

  • 1494 Email bookings attempted by the GSC in Week 38 (685 in CNC, 577 in HOU&SPC, 185 in TOR, 47 in MIA). 87% Confirmed by the GSC.

  • Lean Office team handling end to end vessel reconciliation for all MIA services.

  • P11 Offshoring KPI – KPI data not available for Week 37 due to BOXI.

  • Export Data Quality Check (EDQC) tool implemented in Chennai, expected to be implemented in Pune next week. The tool checks country restrictions and CSOPs against GCSS data before verify copy is released. The technical challenges have been overcome and database has been set up in Pune. The only delay now is validation of some old CSOPs to ensure they are still valid which should be wrapped up today.


Actual performance month of sep

Ease of Doing Business Initiatives

1. When We Say No

  • Originated from the observation we do not record when we say no to customers, as well as the recognition that NO can be a powerful determent to building trusting relationships with customers

  • Cross functional teams identified the incident levels and identified

    • 84 total incidents

    • Export - 28, 1 converted to yes/9 remain no/ 18 amended from No to Alternatives offered

    • Import - 34, 5 converted from No to yes/ 11 remain no (3 under review for conversion)/ 18 from No to alternatives

    • Dispatch - 24, 4 remain no, 20 converted from No to alternatives offered

  • Examples - CAG calling customers with results of review rather than email, good customer feedback

    • Previously if customers requested an arrival notice earlier than 4 days out, we advised no, due to possible changes. Now we say yes, but add a note "subject to change“

    • Previous did not give charges to parties not on bill, now we conference in the party for permission

    • Canada reviewing expedited customs release, where we previously provide the toll free number to call customs themselves, now under review

    • Converting to not charge of a diversion fee when within same zip code and truck cost

    • Speaking points to assist colleagues converting from No to Maybe

      Gone is the culture of saying No, it is against company policy!!!

  • 3 O'clock Parade

    • Objective is to understand why customers call for routine questions, and convert "needs" to "wants“

    • Example - is the vessel still in on Saturday

      • Now it is "yes"

      • Future" yes, if you can provide me with a bill or container number let me check that it is all release/no open tasks/ first day of availability/ and last free day… now you are all set, what else can we do for you…. Huh!

      • Next- gathering list of most frequent questions and will work in teams to develop scripts and speaking points to add value to the routine questions

  • Project Owner: Joe Alexander Last Update: 7/28/2011


    Customs regulatory

    Customs/Regulatory

    Project Owner: Bob Auriemma

    Last Review Date: 9/15/2011

    USA - Regulatory

    • Automated Commercial Environment (ACE) is a multi-year DHS project to modernize the business processes essential to securing U.S. borders, speeding the flow of legitimate shipments, and targeting illicit goods that require scrutiny. ACE modernizes and enhances trade processing with features that will consolidate and automate border processing and will replace the current system, the Automated Commercial System (ACS).

    eManifest Recent Progress

    • Roll out in the summer of 2011 with full scale, across the entire trade, implementation by mid 2012

    • We continue to test “E-manifest (ACE)”, but have already received certification.

    • We will be following the developments closely and continue to be in regular contact with our friends at Customs.

    • With IBM we are reviewing the implementation guides provided by CBP for ACE.

    • With MLIT we are building test data.

    eManifest Risks / Barriers

    • While we are not expecting technical issues, there is general concern that even the smallest required change in GCSS will take more time than CBP will afford us.

    EU - Regulatory

    • EU legislation requires that an ENS (Entry Summary Declaration) must be lodged 24 hours prior to loading.

    EU - Recent Progress and Issues

    • Weekly meetings between all the stakeholders:

      • Inconsistent services and therefore cutoffs have been difficult to communicate to customers based on “proforma schedules”

      • Reports in general have been lacking or not the best, but communicating with GSC’s has resulted in some improvements.

      • GSC issues have been a problem including data quality, 0 clarifies, splits, street equipment turns and several other issues reviewed weekly

      • Overall , a significant effort is being made by sales, marketing, operations, cargo execution, csa’s, dispatch and others to produce results that we believe have limited rollings to fewer than 5% of bookings as a result of missing TDI’s or bad data.


    Belt projects

    Belt Projects

    Project Owner: Mona Draper

    Last Review Date: 9/15/2011


    Actual performance month of sep

    Cluster Scorecard


    Nops volume forecast

    NOPS Volume Forecast

    Last Update: July 2011

    Slide Owner: Adam Knight

    Update Frequency: Monthly


    Productivity ffe per fte

    Productivity (FFE per FTE)

    Last Update: July 2011

    Slide Owner: Adam Knight

    Update Frequency: Monthly


    Win again

    Win Again!

    Last Review Date: 9/15/2011

    The overall ambition for 2011 will be to maintain the momentum gained in 2010 and exceed these results in 2011.

    “For Maersk Line, Win Again is about bottom line improvement" - Eivind Kolding


    Systems

    Systems

    Last Review Date: 09/29/2011

    • GCSS Release 25 scheduled went into production September 24, 2011..No major issues yet reported.

    • New maerskline.com rolled out on August 29th.

    • Phone Issues: CNC agents unable to log into the Avaya system for 30 minutes on 9/19/11…calls routed to other CRCs.

    • The Systems Tribune as of September 29th:

    • 1. MARS has resumed it's regularly scheduled orbit as of this morning. No backlogs remain.

    • 2. Network issues, primarily in Charlotte and inclusive of CDS and Starcare, remain under investigation. If it's any consolation, the Iberian peninsula is also reporting network issues this morning.

    • 3. Some Blackberry server connectivity is fluctuating and users are facing synchronization issues with Outlook. The quick fix is to remove the battery, say a prayer and reinstall the battery.


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