PRC, based in Ft. Lauderdale, Florida, manages 14 domestic call centers and a handful of centers offshore. In January of last year this 25-year-old company declared bankruptcy. Six months later, after a massive restructuring they emerged from Chapter 11.
One of the efforts that helped in this restructuring and which continues today is an effort to document, standardize and communicate all of the company’s processes.
Rachel Pace-Maron, Director of Operations Support Service was asked to lead this effort with a shoe-string budget. Last week I chatted with Rachel to learn more about her effort.
My conversation with Rachel (11:19) Listen
Some of the topics Rachel tackles:
- The goal with mapping PRC’s processes was to find out how they could do things better and faster and why things take so long. They weren’t able to answer why a process took so long because no one person knew every step. This is what lead them to process mapping.
- One of the first processes they mapped was “agent time,” how much time do agents spend on break and what is the management process for keeping them on the phone efficiently and within break parameters.
- They found each call center had a different process and none were doing it efficiently.
- By standardizing on a process for all centers and bringing them into metric, they had a bottom line impact on revenue.
- Before adopting Lombardi Blueprint for process mapping, groups had been using, Visio, Exel and Power Point.
- PRC has a group of people who are visually oriented and a group who are narrative oriented. As Rachel explains, “Blueprint’s ability to marry picture to narrative has been fantastic and, I’m not going to say life altering, but certainly business altering.”
- Her excitement over the latest Blueprint release and how the addition of participants will help PRC break down silos and take their process initiative to the next level.
Pau for now…