Servuction, effective method of reducing errors in the Front Line Service.

VOL. 0040 – FLORIDA, TUESDAY, NOV 21, 2023

Juan F. Arjona Harry

President & CEO Strategee

It is proven that 95% of the errors of service in companies, are generated in the Back office (specifically in the first and second line of Back office), and not on the Front Line.

This happens because in Customer Service, is not only necessary to have a Front Line designed for the activity, trained, stimulated and motivated composed by people who have the best charisma to the service, but what is behind that Front Line, the machinery that produces the actual service, timely, truthful and warm, must be ensured to work properly.

There is a powerful methodology, clear, secured by software applications, which reduces the likelihood of errors generated in the back office to zero, and this is the methodology of Servuction.

Servuction methodology is defined as the way of allowing to run on a day to day the production of the service (or better industrialized service production-i.e. with quality control parameters of industrialization); ensuring that the participants on each process, thread, activity and daily task, on the first and second line of the back office, do their work in such a way as to reduce to zero the generation of errors which could subsequently leave the Front Line and end customer facing eroding service quality ; Servuction methodology allows zeroing error generation that later result in no customer complaints in the Front Line.

Servuction and methodology, work on five pillars which are:

1. Processes:

1.1. There is an interpretation of the process methodology, measurement and reduction of the same steps and tasks to make it more flexible and secure.

2. People:

2.1. Consider the number of people needed for everyday tasks, the profile of themselves, their skills, their performance and lifting notable recurring errors and behaviors in each process and thread.

2.2. By applying a psychological test, measure the charisma that each officer has to customer service in two dimensions, with these results, the company can make decisions about staff, with certainty in its orientation.

3. Technology of support:

3.1. Application of tickets system software™: for the maintenance of the daily operative discipline through a ticket system that sends positive and negative tickets based on the discipline of each employee and calculates an indicator of operating discipline.

3.2. Improve software™ application, which allows to measure the effectiveness and operational efficiency among the management areas of the company, by measuring internal service quality, internal service hub and improvement actions to achieve operational excellence with operational discipline.

3.3. Evaluation of the availability of technology for process management using a methodology that allows to visualize the level of precision and agility in them, plus recommendations to align themselves to the Servuction of the company.

4. Design of management delivery between areas:

4.1. The methodology used to measure the way in which management between areas is given, how they are generated, where the bottlenecks are, where in the informal or non-performance levels that stop the normal flow of processes.

4.2. Improve software™ application, allows to know in which part of the management the direction must be involved and how to get the areas with efficient interaction, methodical, measured and controlled.

4.3. Codes of Prevalence, importance and urgency application software (PIU Software™); unifies through codes, corporate urgency in terms of the priorities in the management of each officer, so that the entire company works with a unique corporate priority, not disintegrated in priorities for each area generated by orientation, judgment and leadership.

5. Design of the Moment of Encounter:

5.1. Allows the methodology to identify the class or type of meetings with internal and external customers, as well as the design of protocols, external service, internal service and effective and warm service delivery for both internal and external customers.

6. Oriented corporate culture to “customer service as a top priority”:

6.1. Allows through a process of continuous training, modeling and management of areas (using a clear and technical method) the company to have a comprehensive training process that builds real and sustainable service culture.

Providing excellent service not only depends on having warm, helpful and attentive employees in the Front Line, a service of excellence, a superior service, requires the adoption of Servuction methodology, which is actively working first and second line of the Back Office to adjust internally operational efficiency and reduce to zero the occurrence of service errors in the Front Line.

Without Servuction, there can’t be a superior service.