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 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
