By building an operating model to support a specialist lender in reaching their five year plan, we provided £34m cost benefit.
Our project increased productivity at a high street bank complaints handling centre by 30%, saving £4m per year.
Creating a blueprint for consistent customer experience unlocks over £600k in potential benefits.
Global collaboration drove customer improvements in an international bank’s Latin American arm.
New operations management practices enhanced customer experience and increased capacity at a leading UK insurance provider.
Our operating model design project with Atos improved customer experience for one of their key clients and saved £1.5m per year.
Strategic transformation of a large insurance broker’s operating model delivers a $6m benefit in the pilot territory over 3 years.
Improving customer service for a leading Premier League football club.
A credit card division of a global bank set a strategic ambition to be in the top 3 companies ranked by NPS within 3 years.
A large international credit card company managed its marketing strategies largely within single campaigns and programs.
A large and strategically important provider of laboratory analysis needed to improve throughput, first time quality and turnaround time.
A bank's fraud department had seen work double year-on-year; our work led to a 20% increase in productivity and improved customer service.
A UK bank was faced with a significant increase in complaints cases due to regulatory changes.
Investigating how a Bank could deliver customers a great experience if forced to complain.
Claims processing division in a UK-based general insurer required a complete process redesign.
The quarterly and monthly financial reporting process was causing significant concern for an insurance provider.
A third-party logistic services business was experiencing increasingly aggressive price competition, which created pressure on margins.
Improving the quality of HR services in a recently restructured UK bank.
Service Excellence training in a UK university looking to improve the student experience.
Reducing errors and service failures from sale to installation in a telecoms business.
Reducing operating costs and introducing operational excellence in a Facilities Management company.
A UK airline undertaking its own aircraft maintenance suffered from a low rate of on-time delivery from its maintenance department, and low staff engagement.
A UK energy supplier was looking to expand whilst simultaneously responding to customer feedback on inconsistent service and meeting budget cuts.
A government agency felt it was time to review operating practices and seek to optimise processes, whilst continuing to improve customer service levels.
A leading global car rental company embarked on a strategic productivity improvement programme aimed at creating additional capacity to support forecasted double-digit growth.
A major UK home healthcare business needed to identify and re-engineer key processes in response to pressure on profit margin.
A large gas company appointed OEE Consulting to undertake a rapid review of contact centre performance in the UK.
Redesign of an operating model for a bank following an acquisition, to help realise the potential benefits of the integration.
The challenge was to continue providing effective care whilst reducing over-budget costs in a leading hospital group.
A major UK retail bank was suffering from a long lead time to process new investments for wealthy customers.
Leaders at a top UK university were becoming concerned that global success was being constrained by process and system shortcomings.
P&O’s highest service related customer complaint was that they had been served cold food from the on board restaurants sailing between Dover and Calais.
A UK bank needed to create extra capacity in its call centre operations. Over several years, call volumes had outstripped sales growth, and it was important to identify the underlying reasons.
A major bulk plastics manufacturing company with over 20 plants across Europe was seeking to improve capital efficiency and grow capacity without major capital investment. It had already recognised the need for a consistent measure of asset performance across its plants, but lacked an effective improvement capability that would deliver continuous and sustainable improvements
