Company: DHL Express Bahrain
Company Description: DHL Express as a part of the logistics industry at a global scale is a leading air transport company with more than 50 years of experience in which it has developed a network that covers more than 220 countries and territories around the world. The fast transit times and quality of its service are a fundamental part of its value promise: “Excellence, simply delivered”.
Nomination Category: Customer Service Categories
Nomination Sub Category: Award for Innovation in Customer Service Management, Planning & Practice - Other Service Industries
 Nomination Title: DHL Bahrain: Customer Experience Excellence through 5s
- Provide an essay of up to 625 words describing the nominee's innovative achievements since July 1 2020:
Total 597 words used.
In DHL express we thrive to being better everyday. In Customer Service, every innovation is focused on providing greater customer experience. As the new CS Management was formed in the department, the revamping initiatives took the department to the next level. DHL uses principle of “Mindset and Behavior” which we call “The First Choice Way”. First Choice is a DHL program around continuous improvement using systematic approach of DMAIC, GEMBA Walk &5S methodology. Using these methodologies in an innovative way paved way to remarkable improvement and made us operate in a more effective and efficient manner, save costs and effort, and made headway to our customer’s experience. 5S has always been known as a system for organizing spaces so work can be performed effectively, and safely. What if we use this methodology on performance management, process improvement &people motivation? combine this with other methodologies? Let us share how using 5S to the next level brought us to the peak performance of Customer Service.
Effective implementation: 5s
Sort
- Reviewed priorities with the team and analyzed
- Used GEMBA to understand improvement areas
- Prioritized by waste elimination
- Stopped unnecessary non-value added practices
Set in Order
- Aligned the team with the changes
- Got the team ready, adapted to the new approach
- Created open environment resulting compliance to the changes
Shine
- Polished guidelines based on actual results and feedback from stakeholders
- Areas for improvement were reviewed and actioned
Standardize
- culture of being organized, built habits and mindset
- standard performance monitoring
- Strengthened collaboration and alignment between all CS functions
- Calibrated between functions to ensure aligned understanding
- Processed review aligning with Center of Excellence guidelines
Sustain
- Regular performance review
- Visibility through performance monitoring tool
- Setting KPI’s, ensuring we not only meet but exceed customer’s expectations
Prioritization and Actions: Priorities split to three parts: People, Customers, Results
People:
- Engagement: monthly meeting, team building activities, drive results thru Performance dialogue, fun activities, knowledge quizzes, CS Week & Customer first week celebration, team outing
- Motivation: launched monthly reward program (CS STARS) driving performance
- Coaching and knowledge boost, internal mystery shopper identifying focus area
- CSR initiative demonstrating our values
- Work condition improved; rearrange seating to utilize space, uncluttered and designed layout boosting performance and engagement
- Rewarded Employee of the months, Senior Managers Recognitions, Energizers, Monthly CS STARS
Customer:
- Communication is key to have customer service operational excellence, through “CS Ambassador at the Ops”Program visiting relationship between CS &Operation team. Enhanced mutual agreement on turn-around-time for internal communication
- Capitalizing on NPA ,capturing voice of customer effectively and formed ICCC committee
- Workload review and balancing
- Customer First Program focusing on cross functional collaboration on customer experience across touchpoints
Results:
- Proactive Performance Monitoring Tool utilized daily
- Took advantage of digitalization tools diverting account booking calls and improved upselling
- Implement discipline guidelines focusing on workforce management
- Weekend duty to offer customer great service
Business Impact and Achievements:
The impact was realized with strong performance improvements:
- GOS at 97%, Improved by +3% vs LY
- ACR at 0.1%, Reduced by -0.2% vs LY
- Customer Request Resolution improved by+ 3% vs LY
- Claim Resolution at 100% with +2% improvement vs LY
- Business growth with +37% improvement on Upselling, +16% Sales leads generation vs LY
- Import Bookings Resolutions improved by +2% vs LY
- Operational efficiency improvement by eliminating waste and balancing workload
- AS ONE mindset conducting cross functional training and visits through our CS Ambassador program, resulted in 22% less unnecessary emails and shifting communication through digital tools.
- Won 2 Regional Recognitions for excellence in customer experience, The Convertors awards
- Improved NPA utilization and successfully captured 3,500 Rating which is +61% vs LY
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