
How we slashed waiting times for our customers
VIDEO INTERVIEW – A store manager explains how a simple kaizen reduced waiting times for customers who want to return products. We use today’s video to launch our Lean Improv contest.
Words: Zsolt Móczik, Deputy Store Manager, Praktiker Hungary
As a company, we want to make it easy for our customers to return products, should they wish to do so. So, when our transformation started, shortening the time it took them to return items quickly became a lean project at one of our stores in Budapest.
By observing the process, we realized that our Information Desk staff (those who in contact with customers returning products) wasn’t equipped to effectively and swiftly answer the query. They didn’t have the information they needed in order to make an informed decision on whether a product could be returned (if it’s been used, for instance, we don’t take it back), and as a resulted they used to rely on the salesperson from the area the product originally came from.
Not only did this mean a long wait for our customers, but also that our salespeople spent a staggering 51 days a year walking back and forth from their areas to the Information Desk, just to complete a process that other staff could have done… given the right information.
Take a look at this video to learn how we fixed the problem.
THE AUTHOR

Read more


FEATURE – Drawing on lean's history, the author explains why organizations adopt AI more slowly than it advances, and what it really takes to close the gap.


NOTES FROM THE GEMBA – The author visits a private engineering school to learn about their approach to teach Lean Thinking and apply it to their own work.


FEATURE – In a transformation, should we spread responsibilities across the business or go for a centralized Lean Office? For their second piece, our Polish colleagues look at what they have learned on the field.


CASE STUDY – This Barcelona hospital began its journey with ambitious projects and is starting to see the fruits of its labor, with the pandemic acting as an unexpected but powerful catalyst for change.