Common Mistakes In The Service Sector And How You Can Solve Them

Along with the advancement of new technologies, customers are becoming more sophisticated, more informed and self-reliant. This puts an additional strain on the companies involved in the service industry as it requires them to become sharper and more effective. Any mistakes and inefficiencies can eventually affect customer satisfaction. The good news is that mistakes can be corrected. See if you’re making any of these and what you can do about them.

Mistake 1: Cutting Costs by Offshoring

In this day and age, many companies choose to offshore a portion of the work that they perform, such as customer service, as a means of reducing costs. While in certain cases offshoring can be an extremely effective way of acquiring talent that would otherwise not be available, doing it solely for the purpose of cutting costs can actually hurt your business.

Offshoring often creates disconnection both within the team and in the business-customer relationship. When customers reach out to the companies, they expect a certain kind of service and may be disappointed if what they receive if not what they were looking for.

Solution: Optimizing Existing Employee Productivity

Since the main argument for offshoring is cutting costs, the same can be achieved by training employees how to optimize their productivity and “eliminate the waste” in their work process. Some of the ways in which it can be done are the following:

  • Teaching how to manage time more efficiently
  • Instructing how to set goals and plan in advance
  • Teaching how to prioritize tasks
  • Discovering additional skills and talents that employees have and offering ways to use them in the workplace
  • Providing clean and comfortable working environment that motivates the employees

Mistake 2: Following Outdated Business Processes

When performing different business processes either with your team or by yourself, you follow a set of steps that makes a task easier and more efficient. Frequently, those used by the company are considered to be set in stone and are rarely if ever changed. Given that everything around us constantly changes and evolves, business processes may become outdated. This may not only decrease the quality of service and make your customers trust you less, but can also demotivate the employees.

Here are some signs that indicate that you may need to update your existing business processes:

  • Dissatisfied customers
  • Increase in negative feedback or reviews from customers
  • Demotivated colleagues and/or employees
  • Missed deadlines
  • Increased expenses

Solution: Regularly Redesigning business Processes

In order to avoid or solve this mistake, business processes need to be continuously revised and updated. And that should be done with the help and input of the employees, because they are the ones who know what and why does not work as intended.

In order to streamline business processes, you can follow the steps below:

  1. Create a schematic of your current process.
  2. Identify the existing weak links. In order to do so you can pay attention to your customers’ feedback. What frustrated or dissatisfies them? What do they complain about? Don’t forget to also pay attention to your colleagues, subordinates, and employees. What frustrates and deflates them? What take them too much time to complete and causes them to miss their deadlines? What requires additional funding?
  3. Redesign your existing processes to eliminate the weak links. Make sure you find a way of involving your team in the process as they may have unique ideas of how these problems can be approached.
  4. Take the actions necessary to implement the changes. Take into consideration the potential expenses that may be required, e.g., additional software or other resources.
  5. Monitor the changes implemented and whether they have brought the desired result.

Keep in mind that changes won’t always equal to immediately improved results. Sometimes, you may be required to adjust the process multiple times. That is not only normal, but natural.

Mistake 3: Lack of People Skills

Some of the greatest mistakes that are made in the service sector are often caused by lack of people skills such as the ability to listen and deal with conflicts and criticism. Because of this, those directly working with customers may not listen to them properly, argue with them, and leave customers feeling like they are being treated like numbers rather than people.

Most standard workplace trainings cover the technicalities of the job, familiarize workers with company policies and standards. However, very rarely they cover essential skills.

Solution: Training Staff for Intrapersonal Skills

Some of the most required interpersonal skills in the service sector are:

  1. Active listening: paying attention to what someone else is saying and responding accordingly
  2. Empathy: understanding how someone feels and being able to “put yourself in someone else’s shoes”
  3. Criticism: how to offer constructive criticism without offending and how to receive constructive criticism without taking offense
  4. Disagreeing: how to respectfully disagree during an argument
  5. Communication: the ability to correctly convey ideas verbally and non-verbally
  6. Negotiation: coming to an agreement with someone who has a conflicting opinion
  7. Problem-solving: effectively solving personal and team problems
  8. Teamwork: ability to effectively complete tasks as a part of a team

These are not only effective in improving employee-customer relationships, but also those between employees, both of which are important for any business involved in the service industry.
There are multiple ways in which interpersonal skills can be improved, such as taking an online class, attending an interpersonal skills class, or hiring a consultant.

Are you making any of these mistakes? What are your approaches to solving them? Don’t hesitate to share your opinion with us.

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What is Lean?

Lean is an approach for waste eliminating within a variety of processes. A Lean organisation cares about the customer value and focuses on increasing it continuously. The ultimate goal is to deliver perfect value to the customers through a process that has no waste! Simply – maximizing customer value and eliminating waste.

It has two main intentions: to satisfy the customers and to do so profitably. The customer satisfaction is what Lean focuses on at all times. If what they do does not provide value to the customer, it’s a waste! Lean’s practitioners often make a wasteful process more efficient and end up getting better at other tasks that they didn’t even consider at first.

What Is Waste?

This is a good question since the majority of the “product” is in the minds of employees. In Lean, waste is defined as activity, product, or process that does not enhance value to the customer. Some sources of waste are:

  •  Unused employee ability: Not involving employees in process developments
  • Overproduction: Generating tests, reports, and other unnecessary analyses
  • Defects: Rework due to mistaken requirements or inputs; mistakes in trying to fix the problem
  • Waiting: Waiting for input, feedback, or decisions,
  • Inventory: Uncompleted analyses, tests, and reports
  • Over-processing: Needless tasks, activities, and processes

Employing Lean to any organisation can boost productivity, provide a systematic method for process improvement, and reduce uncertainty.

Lean Development

The history of Lean goes back many years. Lean Manufacturing is a name that has been around for a while now, originally created within the book The Machine That Changed the World by James Womack, Daniel Jones, and Daniel Roos.

Lean originated with Henry Ford and his storied assembly line. However, the philosophy we know today really starts with Taiichi Ohno who methodized the Lean Management Philosophy and Practices into the Toyota Production System.

Toyota set out to be better than the rest of the US Automobile Industry. They achieved their success particularly through the application of Lean Manufacturing Tools and the Lean Principles. So, it’s safe to say that Lean begins with Toyota and the expansion of the TPS. The term was actually coined to describe Toyota’s business by the research team headed by Womack.

What Is Lean Really for?

To understand what Lean really is, you first need to understand why it was developed. Lean was developed to improve efficiency by simplifying the operational structure to understand, manage, and perform the work environment. Lean emphasizes the significance of optimizing workflow through strategic procedures while eliminating waste and being adjustable. All these concepts have to be approved by employees who create the products and start processes that provide value.

Every process contains some element of waste if it has not gone through Lean multiple times. If done properly, Lean can create vast improvements in productivity, material costs, and cycle time. Reducing waste along whole value streams produces processes that need less space, capital, and time. This leads to services and products with lower costs and fewer defects when compared with traditional business systems.

The companies are then capable to answer the changing desires of the customer with high quality and variety, low cost, and fast turnaround. In addition, information management becomes more accurate and simpler.

Although Lean developed mainly within manufacturing, it is not restricted to it. Today, it is applied to almost every industry. It is evenly applicable to service industries like healthcare or within office-based administrative functions. It can improve client interaction, inventory management, and teamwork.

Lean for Production and Services

So, it is a common misconception that Lean is fitted only for manufacturing. It is suited for every business and production process. Lean is a way of thinking and acting for the organisations, not just a cost reduction program. Lean thinking can structure the organisations from the ground up. Nowadays, the teams, companies, and organisations are encouraged to seek third-party experts who can offer coaching and advice.

Lean is used by businesses in all services and industries, including governments and healthcare. For example, American healthcare organisations such as Virginia Mason Medical Center and ThedaCare, have been working on their “Lean transformation journey” for over 10 years. Many others are in their early stages of applying Lean to improving doctor offices, hospitals, and dental practices.

Lean is the way a company operates, not just a short-term cost reduction program. The term Lean Transformation is used to brand an organisation moving from an old way of thinking to Lean thinking. It transforms the whole way on how a company manages a business. It is about making problems noticeable and widening your team members’ critical thinking ability, which will help them solve the problems and enhance work processes.

Lean can be used to manage several other office processes for manufacturing companies, like cutting the time for closing the books at the end of each quarter. Thus, the management aspects of Lean are possibly more important than the actual methodologies or tools of production themselves.

Lean Software Development

Lean has also been adapted to the software world, including “agile” software development and the wider term “Lean software development.” This led to the “Lean Startup” program that uses Lean Principles not just to the software and technology development efforts, but also to the design and constant development of the business aspect of a company.

What is more, Lean is even being used in financial services firms and law firms. It is also used in military, state, city, and federal government levels. Lean is also being used in universities and public schools.

Lean Engineering

Lean engineering helps organisations become more competitive and original while optimizing resource proficiency and saving money. It is an approach to engineering that influences

  • creation and management of engineering intelligence
  • team structures and processes
  • technologies used to optimize for proficiency, and
  • leadership practices within engineering organisations.

It eliminates waste while creating more value for the customer.

Lean is a constantly developing philosophy and because its function is different for each company. The good news is that every company has a great opportunity to advance using the Lean techniques.


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Lean And The Financial Services Industry

Competitive Advantage Through Business Process Transformation

In this Blog… we look at the impact that Lean Six Sigma can have across the financial services industry.

At Acclino we understand that Six Sigma and Lean Six Sigma (LSS) have a long history dating back to the 1990’s in the financial services sector.

You could say we have learned a lot from our exposure to these transformations – and put this knowledge and capability to good use in developing the Acclino approach.

Business transformation in this sector is driven by a range of factors including regulatory compliance, more responsive customer service, efficient and stable IT implementations and the needs for efficiency and competitiveness across all areas of operation – to name a few.

While some implementations have addressed strategic and operational imperatives through large-scale interventions, other applications, especially using the LSS methodologies, focus more intently on specific processes that are best addressed as smaller, closely targeted LSS implementations.

Not sure about LSS and your business?


LSS can handle transformations of any scale! Financial services sector organisations are no exception.

There are many examples of LSS transformations across this sector – and from very large to very small financial services businesses and from very large to small-scale projects These include:

Bank acquisitions

Large-scale mergers of banks and their systems.
IT systems integration– For example, integration of merging banks’ credit card portfolios onto a single IT platform.

Improved internal systems

Redesigned systems to reduce errors, improve cycle-time, eliminate waste and generate savings of around 500% on the project cost of implementation.

Strategy execution and culture transformation

Directing core business in a new direction, changing the management model, major business process redesign, implementing a customer focused and continuous improvement culture.

Improving the performance of underperforming business units

Process mapping and activity-based costing and data partitioning projects that produce 200-300% net income increases and ongoing commitment to continuous improvement.

Improved service responsiveness

Identifying and addressing the complex causes of delayed service responsiveness to reduce waiting time and improve task completion rates to required standards.

Sound good to you? Want more?

OK… What about reduced waste and improved efficiency in your operations? Consider these examples:

Reduce delays

Customers hate waiting… reduce waiting for services, for paperwork, and in queues. Reducing delays is a good start in retaining customers.

Avoiding duplication

Reduce or eliminate data re-entry, duplicated application details, copying information across apps…
Eliminate unnecessary movement: Create a one-stop or one-queue, customer experience. Maybe they will stay with you afterall!

Avoid confusion

Staff and customers are not excited about inefficient systems that require extra clarification, produce confusion over products or services and waste their time finding information.Correct/up dated product or service information needs to be easily available.

Lost opportunities

Maybe your organisation isn’t guilty – but then again…? If your employees don’t establish rapport, ignore customers, present as unfriendly, or are just plain rude… Well, maybe you should call Acclino now!


To start – we understand that:

  • Companies looking to implement an LSS project typically have goals of improved quality of products and services, generating customer loyalty, and controlling costs.
  • Improved business processes are a key driver in achieving these out comes and achieving or maintaining a competitive advantage.
  • LSS has been embraced by the financial services industry regardless of company size or location to drive continuous improvement in the quality of business processes and build a constant competitive challenge.
  • Emerging new technologies and regulations, fast changing customer requirements, and emerging supplier networks are just a few examples why companies have to dynamically adapt their processes and even business models using LSS.






But also we understand that the real drivers for success in your financial services oorganisation are likely to include:

  • Senior management initiation and/or strong support for each LSS implementation
  • An existing company culture of continuous improvement
  • Process thinking at management levels
  • LSS project end-to-end process improvement thinking
  • Stakeholder engagement – buy-in
  • Engagement of experienced, proactive, convincing, and empathetic LSS specialists
  • Sufficiency of IT support capacities
  • Focus on outputs at each phase of an LSS project
  • Efficiency of implementation and prioritization of LSS tasks
  • Embedded application of the LSS methodology


This is THE question! So let’s get started…

Take the first step

No one knows your business like you do… Management and employees hold the keys to the future if their knowledge, experience, and commitment is fully harnessed to make effective decisions… and to implement them.
Of course, external expertise will be important to help structure and drive the process… but capturing the internal capacity is a key element in a successful transformation. This allows for a focus on achievable outcomes with a significant payoff for company success. And helps build and engaged, empowered and enabled workforce. These are great dynamics in any organisation with competitive, regulatory and system challenges at every turn.

Use tried and tested process transformations that work in the industry

LSS has the runs on the board!

For example, at Acclino, we have distilled the essence of Lean, Six Sigma, and Project Management into one framework and a handful of simple to use tools. The Acclino framework works well in the financial services industry!!

Consider what is right for you – Small steps V large transformations

Each is appropriate under certain circumstances.
At Acclino we are finding that the small-step approach fits well with our financial services clients. When it is strategically focused on achievable outcomes, in key areas driving company success, it is less disruptive of business operations, it can be structured to win employee engagement… and it has proven to be a real winner!

In either case, process transformation and cost optimisation are key factors for driving competitiveness.

Want to know more? Read what Pat Sage: Vice President – Transfer Agency at IFDS State Street had to say here


Want to know more? Here is what Pat Sage: Vice President – Transfer Agency at IFDS State Street had to say: “We engaged Acclino to help further establish our internal Lean Programme and specifically to inculcate Lean Thinking into our Transfer Agency operation in the IFSC, Dublin. At the time, we were looking for ways to streamline and improve transactional processes whilst maintaining our client centric ethos and approach.

Our first process transformation was a tremendous success with a significant reduction in the number of process steps required. The new process was faster, more robust, reduced risk and maintained our client-centric approach.

From the outset, the Acclino approach put a lot of focus on simplicity of application, engagement of the team and securing buy-in from key stakeholder groups. Building trust and co-ownership of the initiative was vital and is a fundamental component of the Acclino model. I have no hesitation in recommending the Acclino framework and methodology”.


We know that a successful Lean transformation requires, as a starting point:

A Framework

The Acclino Transformation Framework can be applied with consistent success in any process transformation in any organisation, at any level, in aviation.

A Methodology

Our framework and our methodology are simple to understand, learn and apply.


Just a hand full of easy to use tools will guide you to achieve outstanding results… with no more brown paper rolls or post-it stickers… no formulae and no transformation jargon.

So Acclino make it simple and keep it simple to understand and apply, fully engage your people, deliver outstanding results with no jargon, no exams, no pain, no excuses.


For more information on the application of Lean and Lean training for your company, please get in touch via or

Acclino make it simple, keep it simple and work with you for the results you need.

Lean And The Healthcare Sector – Improved Health Services Outcomes Through Key Process Transformations

In this Blog… we look at the impact that Lean Six Sigma (LSS) can have for your organisation – wherever you sit in the health care sector.

What niche does your organisation or company occupy in the health sector?
Whatever it is – Lean Six Sigma (LSS) has a role to play in reducing waste and inefficiencies, reducing defects in your systems and processes, solving problems – and providing a framework, processes and easy to implement tools.


Let’s take a look!


This industry sector has been fertile ground for LSS implementations – with good reason… Take a look at some of the applications here to see what we mean…

Aligning, Improving Key Measures

A health care service implemented an improvement framework to shape a culture of quality and performance excellence. It evolved as a process to help align and improve the work of the organisation on key performance measures. This was especially the case in the emergency department with wait times significantly shortened to meet competitive challenges.

Non-reporting of Medication Errors – An LSS Implementation to Improve Patient Safety

A hospital quality improvement project was established when unreported medication errors came to light. A cross-functional team was formed to determine the causes and identify potential improvements. This process also changed the staff culture from fearful non-reporting to a more involved staff. Patient safety was the really big winner.

Medical Staff Improve Patient Experience

A collaboration between medical staff at a hospital looked to improve the patient experience in the emergency room – at the same time reducing litigation risks. The identified and implemented a number of process improvements to decrease patient complaints prior to ER discharge by almost 90 percent.

Eliminating Emergency Department Congestion in a Hospital Cluster

Six urban hospitals that cluster to serve mental health and addiction patients collaborated to overcome emergency department congestion. More than 80 staff from the hospitals used Lean tools to benchmark and standardise work activities. Technical changes were implemented along with a set of critical success factors reshape the operational culture.

Development of a Culture of Patient Safety

An LSS implementation set out to develop a culture of patient safety and improved communication among staff at a local hospital. It used the TeamSTEPPS™ program as a teamwork system based on lessons learned from “high-reliability organizations,” to implement a successful cultural change.

Reduced Waiting Time for MRI Exams Provides a Competitive Edge

The Radiology Department at a large city hospital used Lean Six Sigma to reduce wait times for MRI exams by days and weeks. Following the improvement project, the hospital earned $1.2 million in first-year incremental revenue.

A Safer Way To Perform Portable X-rays

Lean tools were used in a cross-functional, collaborative initiative to develop a safer procedure for performing portable x-rays. This project successfully implemented process improvements that reduced workers’ compensation costs, increased productivity, and improved patient safety.
Emergency Department Applies Lean for Process Improvement.

When an emergency department used lean techniques to improve process flow, patient satisfaction scores rose from the 30th to the 95th percentile. Value stream mapping helped identify and eliminate non-value-added steps.

So… Lean can also work for you to:

  • Improve patient outcomes
  • Develop or improve patient-centric processes
  • Reduce medical errors- and patient records errors
  • Improve medical administration processes
  • Improve collaboration between professional, services and agencies
  • Build strong and capable management
  • Increase revenue
  • And of course, reduce costs and excess charges – which most healthcare
  • providers, government agencies, and the public agree are out of control…

The list goes on!
Let’s look at other niche applications in primary health care…


This is an exciting field of cutting-edge science, engineering and technology that is making great advances in human, animal, aquatic and plant biological sciences…. Especially in the development of advanced medicines, drugs and associated treatments for clinical use.

LSS has a long history in manufacturing so that its application across to this area of biological engineering is a logical, relevant and important progression.

Biotechnology companies and organisations (including government agencies and universities) have a strong interest in commercialising their discoveries so the application of LSS methodology, processes and tools has the potential to speed commercialisation and reduce costs… Win-win!


At Acclino, we understand that the full potential of LSS applied to the pharmaceutical industry is still to be realised.

Be part of the new wave… especially if you are looking at targeted process transformations – small scale with a real payoff for company efficiency, waste reduction, culture change and cost reduction or innovation.

At Acclino we believe there are real competitive advantages to be had with this approach in the industry.

For example, over a decade ago, LSS programs were found in many companies across the industry as a wave of implementation swept the industry – especially at the top end of town. However, implementation issues meant that many failed to deliver on their promise.

Like other industries, the application of LSS implementations today can more often be found in smaller manufacturing initiatives.

Acclino is up to speed on the opportunities in the industry… for example, we are aware that it is not only about quality improvement, reducing the number of defects and training – but largely about improving the overall performance of the company – the business context and associated problem-solving. We also understand that in pharma, the leadership of the organisations implementing any form of LSS must be fully behind the initiative for it to succeed.

At Acclino these issues are addressed in the focus of its framework processes and tools that incorporate the best aspects of Lean thinking in training with a strong emphasis on internal collaboration and problem to understand variability, reduce waste, and improve processes,


This is THE question!
With the health sector being a dynamic implementer of LSS initiatives – across the sector for over two decades, Lean has an accumulation of expertise and outcomes that testify to its continued usefulness.

Take the first step

No one knows your business like you do… Management and employees hold the keys to the future if their knowledge, experience, and commitment are fully harnessed to make effective decisions… and to implement them.

Choosing a pressing operational need and establishing a multi-professional implementation team are common starting points in health care.

Of course, external expertise will be important to help structure and drive the process and bring the framework, tools, and training needed for success… but capturing and coordinating the internal capacity of your organisation is a key element in a successful transformation.

This allows for a focus on achievable outcomes with a significant payoff for company success through employee buy-in… and it helps build an engaged, empowered and enabled workforce. These are great dynamics in any organisation operational cultural or organisational challenges.

Use tried and tested process transformations that work in the sector

LSS has the runs on the board. It’s your weapon of choice in health care for collaborative process transformation, waste reduction, improved clinical outcomes and customer service interventions and problem-solving.
For example, at Acclino, we have distilled the essence of Lean, Six Sigma, and Project Management into one framework and a handful of simple to use tools. The Acclino framework works well in the healthcare industry!!

Consider what is right for you – Small steps V large transformations

Each is appropriate under certain circumstances.

At Acclino we are finding that the small-step approach fits well with our healthcare clients. When it is strategically focused on achievable outcomes, in key areas driving company success, it is less disruptive of quality care delivery and achievement of effective patient outcomes, It is easily structured to win employee engagement… and it has proven to be a real winner!


Read what Declan Quinlan, Operations Director at Merck had to say.

“Having used the Acclino framework and methodology very successfully in a previous organisation I had no hesitation in recommending Acclino to MSD in Carlow. We are already reaping the benefits here in MSD with 50% plus reductions in our production turnaround processes.

As always, the Acclino methodology is simple to understand and apply. Key to success is the emphasis on simplicity and the engagement of the teams and the stakeholders.

Another important factor for us is that this methodology works equally well in our support functions, for example on our Quality and Materials processes.

We are more than happy to highly recommend the Acclino framework and methodology to any Pharmaceutical organisation”.

As Acclino has demonstrated… a successful Lean transformation requires, as a starting point:

A Framework

The Acclino Transformation Framework can be applied with consistent success in any process transformation in any organisation, at any level, in the health sector.

A Methodology

Our framework and our methodology is simple to understand, learn and apply.


Just a hand full of easy to use tools will guide you to achieve outstanding results… with no more brown paper rolls or post-it stickers… no formulae and no transformation jargon.

So Acclino make it simple and keep it simple to understand and apply, fully engage your people, deliver outstanding results with no jargon, no exams, no pain, no excuses.


For more information on the application of Lean and lean training for your company, please get in touch via or

Acclino make it simple, keep it simple and work with you for the results you need.

Lean And Aviation: How To Gain Advantage Through Business Process Transformation

In this Blog… we look at the impact that Lean Six Sigma can have on the aviation industry.

Like The Industry – Is Your Company Facing A Bleak “Winter”?

At Acclino we understand that for European carriers, the discussion is often centered on the big issues impacting on their strategy and operations such as: Brexit, Consolidation (how to survive without being swallowed by the big boys) and Business-model convergence (to be or not to be an LCC or full-service carrier. Challenges in every direction!

What Are The Headwinds To Corporate Sustainability?

If winter is coming then how best do you rug up?
Let’s start with some key drivers:

  • Yes, competition… and it appears that only reductions in fuel prices turned serious industry-wide losses in the last few years into modest operating profits.
  • The threats posed by the here-to-stay forces of LCCs within Europe and the Gulf Plus airlines on intercontinental routes can’t be overstated.
  • Perhaps you have watched in frustration as your market joined most others in declining in double-digit terms over the last decade… and your average yields and seat occupancy also declined alarmingly over the same period.

What Are The Options?

Each airline has its own dynamics and associated ideas for addressing these challenges.

For some it may be a focus on small wins in re-negotiating or restructuring the value chain to aim for a cumulative impact through cost reduction. This won’t be enough for most however – as the competitive forces may overwhelm any gains achieved.

Others have to focus on corporate strategy which could include decisions to remain in the industry and restructure with strategic investment such as acquisitions or joint ventures with competitors or service providers – or exit the industry.

Operational decisions may involve product improvement and customer service/experience and marketing innovation, fleet adjustments and purchases, and in-house maintenance and repair – among other possibilities.

Where To From Here?

This is THE question!

So, with an industry “winter” on the way, let’s throw a log on the fire – and warm things up!

Take the first step

No one knows your business like you do.  Management and employees hold the keys to the future if their knowledge, experience and commitment is fully harnessed to make effective decisions… and to implement them!

Of course external expertise will be important to help structure and drive the process… but capturing the internal capacity is a key element in a successful transformation. This allows for a focus on achievable outcomes with significant payoff for company success. And helps build and engaged, empowered and enabled workforce. These are great dynamics in any organisation with “winter” fast approaching.

Use tried and tested process transformations that work in the industry
Lean Six Sigma has the runs on the board.

For example, at Acclino, we have distilled the essence of Lean, Six Sigma and Project Management into one framework and a handful of simple to use tools. The Acclino framework works in the aviation industry!!
Consider what is right for you –

Small steps V large transformations.

Each is appropriate under certain circumstances.

At Acclino we are finding that the small-step approach fits well with our aviation clients. When it is strategically focused on achievable outcomes, in key areas driving company success, it is less disruptive of business operations, it can be structured to win employee engagement… and it has proven to be a real winner!

In either case, process transformation and cost optimisation are key factors for driving competitiveness.

Transformation is occurring across the aviation sector.

Across the aviation sector as a whole, airlines, ground handlers, MRO’s, component suppliers and airport authorities are using Lean solutions for their large and small transformations.

Outcomes include reduced service lead times, driven down costs and creation of new business opportunities… as well as addressing specific areas of operation.

Take Acclino’s transformation in partnership with Air Lingus for example:

  • MRO turnaround times for Aircraft maintenance reduced by 50%.
  • Consumable material costs reduced by 40% and stock outs reduced to zero.
  • First wave departure performance improved by 50%.
  • Delays caused by excess cabin baggage reduced by 50%.

Feeling the warmth? Want to know more? Read what Fergus Wilson, Chief Technical Officer at Aer Lingus had to say here
Surely these numbers and comments will help you keep winter on the back foot!

How Does Acclino Apply Lean To Business Transformation In Aviation?

Using Air Lingus again as an example, “theAcclino framework ensured that the transformation was a success at each and every stage from initiation, through implementation and on to the key phase of maintaining the gains.
Getting buy in from multiple large stakeholder groups was a big factor. The Acclino approach is simple and highly effective”. (Fergus Wilson again)
Actually a successful Lean transformation requires, as a starting point:

A Framework

The Acclino Transformation Framework can be applied with consistent success in any process transformation in any organisation, at any level, in aviation.

A Methodology

Our framework and our methodology is simple to understand, learn and apply.


Just a hand full of easy to use tools will guide you to achieve outstanding results… with no more brown paper rolls or post-it stickers… no formulae and no transformation jargon.

So Acclino make it simple and keep it simple to understand and apply, fully engage your people, deliver outstanding results with no jargon, no exams, no pain, no excuses.


For more information on the application of Leanand lean training for your company, please get in touch via or

Acclino make it simple, keep it simple and work with you for the results you need.

The Lean Landscape Is Changing! Here Are Nine Trends For 2018


No doubt your business or organisation is impacted by on-going change such as the constant evolution of markets or organisation priorities, the impact of the digital economy and shifting customer or client preferences, needs, demographics, culture and diversity.

So your challenge for Lean is to provide effective project change systems and processes that are realistic in these existing and emerging circumstances.

Lean typically focuses on the measures and processes needed to directly address business and customer requirements such as:

  • Process and product quality
  • Process/product lifecycle
  • Costs of poor quality and/or of the poor life cycle.

The emerging Lean approach may narrow the scope of the project to focus on:

  • Obtaining the highest return on investment
  • Feasibility of each process change in relation to producing the required outcomes within the constraints of time, budget and resources.

Lean now is adapting to the world in which:

  • Life cycles of products and processes are often shorter than the expected process change project duration. Things can move too quickly for the traditional approach.
  • It maybe difficult to find a time period long enough for analysis of the process’s current performance, when the process is stable. Shorter time frames need a rethink of the project process.
  • Added complexity for your project occurs because rapid changes are also occurring in suppliers’ and customers’ organisations, and are almost inevitable during the project life cycle. Long project stages limit the outcomes and may not be viable. Shorter stages within the overall project framework area is a means of addressing this.

Sound familiar?

It all means that Lean must provide the responsive systems and processes for your project so your business can adapt to the moving targets and changing process environments and constraints that apply. This is the emerging challenge and the exciting opportunity.


What does this mean for your Lean project?

Expect future Lean projects to adopt process management methodologies based on the principle of frequent iteration within the project lifecycle. It could use a process of “Small improvement then test, then another small improvement and another test.” Or it may involve constant evolutions of the project plan/stages to incorporate and respond to supplier, customer or market force on your business.

In this way the scope and lifecycle of the project remains the same but the implementation makes the process responsive to rapidly changing customer and supplier circumstances.

And speaking of implementation your operational strategy may require your business case to be developed, implemented monitored and adjusted with a much greater level of detail than previously.

This provides new windows into your business such as market, social and cultural trends, and technology forecasts, when defining and evaluating your business case.

In doing this, Lean is replacing its traditional project definitions, metrics, processes and tools with dynamic variations- especially during the business case and project definition phases.

Using Lean to address efficient use of resources is a trend that addresses a major problem for many businesses given the tendency to purchase products and only use a small portion of their features and functions. Also the efficient and effective hiring, employment and capability development of staff is addressed.

Leaner operations result where the processes producing the most waste are identified and addressed. You can then implement plans to eliminate this waste so that your overheads are reduced – in turn boosting your profit margins and making it possible to pass additional savings down to the consumer and keep your prices competitive.

The emerging Lean also confronts empowerment of managers and the associated processes for effectively embracing change.

So Lean is evolving to open up a number of new windows into your operations for a more effectively integrated change process.


• Whatever your industry, there is a Lean implementation for you. It doesn’t stop on the warehouse floor. There are many other applications for the process, all of which involve various aspects and elements of business.

• It is at a point where there are many instances of service, retailing, financial, health care , hospitality and other industries benefiting from Lean projects – well beyond the initial manufacturing sector focus.

• The trend is also for Lean implementations to increasingly focus on narrow targets within industries – such as patient care in health care, customer service, employment systems and process… there are few stones left unturned as Lean penetrates deeply into the operations of companies away from the factory floor.


The next big challenge is for Lean to provide relevant implementations for small to medium level enterprises.
This is an era where Lean is yet to make a significant impact.
SMEs have may have the resources to implement such programs, but are often wary of the process details, its resource (personnel) requirements and its application to small businesses.
It is a failure of the marketing of Lean that most SMEs do not yet realise that Lean delivers the same benefits to small business enterprises as it does to large operations.
Look for lean to make an increasing impact with the growing awareness in small and medium enterprises about the potential benefits that can be derived from implementing these programs.


How your company embraces the digital economy has emerged as a key driver of business success – as consumer “pull” replaces industry “push” as a driver for business.

Unless your business is embracing the new technologies available to it, and adapting its business systems and process to suit, you are already being left behind. A few leading, cutting-edge companies can keep up, but the vast majority are trailing behind.

In association with digital technologies and trends, Lean is helping businesses to move forward when “working harder” means spinning their wheels… and “working smarter” means significant adjustments across all areas of business – strategy, systems and processes, employee capability customer requirements and financial management.

Perhaps you have already discovered that new technology is generally a poor fit with your old business models? So success in the ever-changing, confusing, digitally influenced economy is most likely going to require your business to undertake an integrated adaptation of all its key systems and processes.

Think Lean!

Adapting to market realities stakes you into a business transformation – and you will increasingly see Lean principles being applied to the management of existing companies as well as challenging and innovative startups.

Lean systems not only impact on company systems and information flow, but also on employee engagement and capability, customer service models and management capability to drive and sustain change.


As lean interventions evolve and expand in scope and focus, no business will be immune from the impacts. In some cases you will manage the impacts through your own Lean implementation – in others, the impacts will be managed for you as your competitor stake advantage of the opportunities.

One of the impacts that most businesses will look for from a Lean transformation, is an improved return on investment (ROI).

The IT industry is an example of how this can be achieved. If IT is a guide then you can expect rapid results via a fast return on investment from a successful transformation. This outcome suggests business improvement outcomes for the “Haves” and uncertainty for the“Have Nots” of Lean transformations.


Lean’s business impact doesn’t stop with ROI considerations… Other impacts are being felt… for example, the company change management landscape is littered with failed partial or full business change initiatives that fell over because employees were left behind.

While some traditional companies are concerned about bottom-up change, companies harnessing employee energy, experience and engagement are experiencing game-changing opportunities.

So the trend is for employees to have a seat on the company bus as the Lean transformation process gets underway. In other words, companies considering a Lean transformation must engage with, and empower and enable their employees to be partners in the process.

This is a form of a “pull” process from staff and can be captured through Lean processes that truly capture, respect and engage with the experience, ideas and contributions of employees.


Training of employees in Lean methodologies and developing implementation capabilities is another opportunity for you organisation to benefit from Lean to build productivity and efficiency across the company.
Some of the many benefits of employee participation in Lean include:

Before any methodology is implemented, brainstorming sessions with various team leaders should take place in order to focus on discussing what is to be achieved through offering this type of value added program, and who the training should be provided to.

It is important that the individuals who are to receive the training understand that their attendance would be beneficial for their own careers as well as the company as a whole.

The goal is to help individuals perform better in their job, and as a result, enhance the overall running of the business.

The training should be focused on reducing waste across all processes so as to increase productivity and profit.

Developing problem solving and improved teamwork as well as encouraging communication is exactly what the Lean process aims for.

Improved business partnerships may emerge including improved customer-supplier relationships which are advantageous for all involved.

The trend is to use employee Lean training as a catalyst for positive change, as well as a vehicle to develop necessary skills.


Although Lean was initially established as a process and collection of systems’ improvement tools, it is increasingly evolving as a comprehensive management system.

Lean implementation and management requirements impose a new model of business leadership and management for successful implementation.

The capabilities of managers needed to lead the process in your company are quite different to traditional top-down management behaviours.

For example, Lean implementations need specific capabilities in areas such as: high level communication skills including collaborative, consultative, problem solving, team development, and conflict management processes. They also need high level people management, performance management and project management skills…

• Traditional top-down management is usually not a strong developer of these capabilities so companies may need to implement manager development programs as part of an implementation.

• Defining these capabilities and the associated management systems is a work in progress – but the need for effective Lean management is a significant driver for this development to occur.


Lean has evolved so that almost any company that wants to stand apart from its competitors can do so by using Lean principles and processes to respond to the customer ”pull” with tailored customer responses or by increasing competitiveness with lower prices – to develop and deliver the right products and services.

Principles of Lean Service

Lean principles applied to the service sector and focused on employees, whether in training or in empowerment, reinforce the importance of the human factor in the process of delivering services.
Besides focusing on people that make part of the transformation process, Lean Service also focuses on the customer. Unlike manufacturing, the first contact for selling service is the customer. The service company deals with the customer directly on the front line, differently from most industries.

There are three different categories in the service sector.

  1. First, professional service with high focus on people, contact time and processes. An example of this category is a corporate bank.
  2. Second, service shops, hotels or rental service with medium focus on customisation and front office and back office.
  3. Third is mass service with low attention to equipment and customisation, a great example is the transportation service.

For a correct use of Lean in Services, it is necessary to apply important principles, such as:

  • Completely solve the customers’ problems by ensuring that all services operate and,
  • Especially, work together, and do not waste the customers’ time,
  • Provide exactly what they want, exactly where and when wanted.

Also suggested two “service laws”:

The first compares customers expectations with their perceptions of service delivery. If the perceived service is better than the expectations, they turnout to become happy customers.

The second law states that the first impression can influence the rest of the service consumption experience.

Based on this statement, there are two fundamental variables in the relationship of service delivery:

  • Customers being the first, and
  • The employees who deliver the service.

In manufacturing operations, high costs and focuses are related to raw materials and equipment, but in service operations, manpower is one of the most relevant factors in the cost of doing the job. The human element is a highly relevant variable in the services sector.
Despite the similarity of some Lean service principles and lean manufacturing, Lean Service does not have a single or specific model that can be taken as reference in any situation or area of service like standard steps.

On the contrary, there are several models which can be applied according to the nature of the service. For instance, there are services related to hospitals, logistics, food production, food consumption, air transport of passengers or cargo, information technology and so on.

Lean Service: focus on the customers and on time

The service area, differently from the manufacturing area, strongly depends on human factors, which is responsible for the prospection, execution and delivery of service to the customer, who expects service with high quality.

A recent study introduced the concept of the “Lean Consumption”. The idea is not that the customer shops less but shops with less difficulty and disruption. In this context, companies should adopt practices to eliminate inefficiency in production processes, and it is now the moment to take initiatives to deliver consumption experience more efficiently and with less sacrifice.

In a company-to-company relationship, some examples reinforce the use of lean initiatives. If a company examines its inbound process, for instance, it can find ways to not waste driver’s time and supplier’s vehicles with inbound and outbound activities.

The Lean Service operations must offer what customers want and where they want it. Supermarkets build stores where customers are and connect them through distribution centres – strategically located. This increases speed and agility on the product distribution.

Lean logistics must be up-to-date with new techniques to increase performance (especially delivery time) and customer satisfaction. Suppliers should understand the customers’ needs, apply lean methodologies to their processes and adapt themselves to customers. But often this is a two-way highway. Customers and suppliers should be strategically and operationally aligned.

Currently, there is a saying well known in airlines companies: low cost/low fare. The focus is to reduce aircraft time on the ground. For this, customers are partially involved in some activities to reduce this time, for example, just before landing, the crew requests all passengers to collect their waste and magazines. Besides reducing ground time it helps reduce expenses with cleaning. Another lean logistics strategy at airports is the boarding time. Passengers located at different portions of the aircraft are called at different time intervals.

In hospitals, Lean is applied to reduce the waiting time. They have rules and procedures specific to different types of patients and procedures, such as for first aid, surgery, tomography, X-ray, lesions, etc. Lean logistics in this business form teams responsible to precisely identify each case, quality performance indicators are used to help find possible problems, surgery tools, tomography equipment’s and rooms needed.

If you have a company in the service sector and think that you could benefit from a more effective strategy, then why not consider adopting Lean? If you adopt a productive approach, it will help to motivate your employees, increase customer value and improve the efficiency of your business.
For more information on Acclino’s Lean Training services, please get in touch via the website

Benefits Of Lean Training

Lean training methodologies use data, measurements and statistics to identify process inefficiencies and then applies strategic tools to eliminate defects by decreasing process variation.
Organisations that effectively apply a Lean methodology will reduce waste, increase profit and enhance shareholder value.

For example, General Electric used Lean techniques to increase profits by $2 billion in a one year period.

Investing in Lean training for employees at all levels within a company can be a catalyst to increasing productivity and profitability. The foundation of a successful Lean training programme is a thoroughly trained base of empowered employees. Once the number of employees with Lean training reaches a critical mass in the company, productivity can begin to improve without increasing capital costs.

A company benefits from Lean training the most when a significant number of its employees are trained in the methodology. When employees have adequate Lean training they become much better problem solvers and can continue to increase the company’s productivity for the remainder of their careers. As more employees are trained in the Lean process, the company gains more professionals to help alleviate issues, more minds to solve problems and more hands to help execute the solution

Will Lean Training Work for Your Business?

Lean has been used successfully not only in the manufacturing sector but also in a variety of other industries including banking, healthcare, the military, fast food chains, airlines, hotels and retail stores. Lean Six Sigma techniques can be used to improve any repetitive process whether the process belongs to a large or small organisation.

Acclino’s Online Lean Training Solution

Online Lean training can offer a higher degree of convenience and flexibility. Quality online courses, such as the courses offered by Acclino, have interactive dashboards where students learn the course material, take tests and monitor their progress. Acclino’s online courses include videos, lectures and real life case studies to enhance learning, allowing students to do their training at their convenience and at their own pace. For more information on Acclino’s Lean Training services, please get in touch via the website

The Acclino framework will work on any process in any organisation. It is simple to understand and apply. It will fully engage your people, deliver outstanding results and guarantees no jargon, no pain and no excuses!

Lean Training For A Millennial Audience

The Millennial Generation is often seen as the “leaders of tomorrow,” with current leaders still viewing millennials as the young teenagers they were not long ago. However, the youngest millennials are 18 right now and the oldest are 36. The truth is, the majority of this generation has already entered the workforce. By the year 2020, millennials will make up 50% of the U.S. workforce.

That number will grow to 75% by the year 2025. Additionally, millennials wield about $1.3 trillion in buying power annually. Millennials are quickly becoming the largest working generation, so organisations need to shift their views and realise millennials are actually the leaders of today. For this reason, they are one of the most important audiences to focus on if you want your Lean training content to be relevant and digestible for modern learners.

Before we get into the training specifics, let’s define exactly what makes millennial learners different from their predecessors. While it’s important not to put all young people into one box, there are marked differences between how millennials as a whole approach learning versus how past generations did. Their worldview is completely different than that of their parents and grandparents, and understanding the environmental and cultural forces that shape their perspectives will help keep your training relevant. Most of those environmental and cultural forces can boil down to these 3 factors: • Internet • Smartphones • Social Media Read on to learn about how these elements should influence your training strategy to engage a millennial audience.

Online Training for Millennials

Millennials are the first generation of digital natives. They grew up in the age of the internet, where answers to any question are available in a matter of seconds. A quick Google search will take you to the exact information you need – rarely will you even have to click to the second page of search results. For millennials, this instant access to information and knowledge is all they’ve known. Your training content should reflect this. Learners should be able to keyword search your courses and lessons for the exact information they need in that moment. Specific content should be easy to find and simple to navigate. It’s a good idea to set up a learning library for this audience so they are free to navigate the information as needed.

Millennials are used to searching the internet and finding information at their own pace. Imagine searching Google for a tutorial about how to assemble an IKEA dresser, and a message pops up saying “Before you learn how to assemble a dresser, let’s start small and complete the training on how to assemble a nightstand first.” It would be frustrating, wouldn’t it? That first lesson isn’t even applicable to your situation! Online training can sometimes feel like that. Some training content is set up in a progression – where a learner has to complete or pass one level in order to access the next. While that tactic may work for some, it may actually serve a millennial learner better to have information open and free to navigate as needed. That way they don’t get frustrated having to work through lessons they don’t feel are necessary to solve their specific problem – an issue that could easily prompt them to leave the training altogether.

Mobile and Flexible E-Learning

Over 85% of millennials own a smartphone. The abundance of smart technology in this age group has created a base expectation of mobility and flexibility in eLearning content and should be a consideration for a companies Online Lean Training strategy.

The language-learning app Duolingo is an example of this. Duolingo’s users can access their learning content easily from a smartphone, tablet, or laptop. The app/website functions well across all of those mediums, and saves a learner’s progress in the cloud so they don’t lose their momentum when changing delivery platforms. Your customer Lean training should mimic that kind of mobility.

It’s easy to spot an outdated training course as soon as someone tries to pull it up on a smartphone. If the images and graphics don’t scale well to a different sized screen, or the text is too small and pages take too long to load, the odds of learners completing the training shrink quite a bit. With educational apps like Duolingo at their fingertips, millennials are used to learning on-the-go. Ensuring that your training site is mobile-friendly, easy to use across platforms, and cloud-based to keep track of progress will keep millennial learners engaged and more likely to complete courses. 3.

Social Media A study done by the New Jersey Institute of Technology found that millennials are very efficiency-oriented. This makes sense, since they’ve been using social media since they were young teenagers. Millennials are used to having constant and frequent feedback in a matter of seconds. They post a photo or status update on their profile, and almost instantly they’re getting “likes,” comments, and affirmations from their friends and family. Receiving this feedback on social media lets them know that people care about and appreciate their work. Similar to social media, eLearning content for a millennial audience should have frequent feedback.

If a millennial learner asks a question or requires clarification, they anticipate immediate answers. Millennials like to know they’re on the right track, and dislike feeling as though the content they’re engaging with isn’t applicable to them. Setting clear expectations of learning outcomes, highlighting why the training will benefit them, and allowing them to easily track their progress will make them more likely to stick with the training. Additionally, setting up a feature like a chatroom makes collaboration and quick answers an easier feat to achieve.

Effective Training Design

We hope this has given you some insight into why it’s important to design effective Lean training experiences for the growing millennial workforce. No matter how much we study the cultural and environmental forces that can define a certain group of people, the truth is, not everybody can be boxed into just one category. The past few decades of rapid advancements in technology have impacted more than just millennial s, and the best practices can be applied to a much wider audience. We are all living in an evolving technological landscape. Acclino has kept that in mind when designing it’s innovative Lean training programmes for modern learners. To find out more, get in touch with us here

Lean In A Transactional World

Defects in Transactional Processes

Transactions are an integral part of a business. Some transactions are simple, however most are complex and grow over time into unwieldy processes that are no longer competitive and drain resources. Insurance and banking transactions, for example, can take days or weeks to complete, resulting in customer dissatisfaction and extra costs.

Defects in transactional processes are difficult to identify and can impact subsequent steps in the process. In addition, details are concealed on computers and desks throughout an organisation.

Surprisingly, some of the biggest opportunities and most powerful results in a Lean flow implementation come from service or transactional processes, even in a manufacturing company! Typically at least 70% of the cost of a business is outside of the manufacturing floor, yet these processes are often ignored in process improvement efforts.

Whether you need Lean manufacturing, Lean service, or some of both, the Lean flow system provides a comprehensive solution. Although Lean Six Sigma has its’ roots in traditional manufacturing, it also helps to improve back office operations in those same organisations. The Lean methodology is spilling over into services such as finance, public administration, transportation, customer service, insurance and I.T.

All Work Can Be Analysed as a Process

A process is defined as a set of activities linked together with some type of dependencies ending with an output (deliverables). Multiple inputs can enter the process at different points (activities or operations). So it does not matter if the output is a manufactured product or a completed transaction such as a “One Number Forecast” or “Financial Plan” or “Operational Plan”.

The primary difference between manufacturing and non-manufacturing processes is the “Flow Unit” – this is the base unit that flows through the value stream as the value is being added to it. In manufacturing, the flow unit is inventory. In transactional process it may be a document, report (paper or virtual) etc. In some service businesses, the flow unit is the Customer.

The key in Value Stream Mapping (VSM) is understanding what the ultimate customer values. The tools you use to map a process are just that – tools!. The primary goal of VSM is to visually represent the various activities and their linkages to each other. The team members (process owners) will then identify what is value-add and what is non-value-add.

The most basic concept in Lean and Flow process improvement is that all work can be understood and analysed as a process or series of processes. In non-manufacturing environments, we will focus on the “transaction” or customer deliverable to understand process capability and optimisation.

Optimising the Flow of Your Transaction Processes

Data is gathered to describe the process, so it can be re-engineered to eliminate wasteful activity and focus on delivering the desired results in the most efficient manner. This is as true of a service or administrative process as it is of a manufacturing operation.

Lean can help to optimise all service delivery processes by targeting wasteful processes and either removing them completely or move to a more effective state as part of a journey of continuous improvement. Companies in the service sector are constantly under pressure to deliver excellent customer service, faster response times and valuable support for their customers. A service company is very different from a manufacturing company, however it still has many wasteful processes that could be removed or reduced.

The key to maximum productivity is a well-designed process run by trained and flexible employees who can follow simple signals that tell them where their skills are most needed at any given time.

Lean has made inroads in the Services industry but has considerably more opportunity for implementation. Most of the delay stems from the belief that Lean does not apply to service functions. Although it may seem surprising at first applying the traditional Lean approach works very well in a service industry. Establishing a culture of Lean is the same as for any other industry.

Using Lean in transactional environments calls for a slightly different mindset. Clearly identifying the potential areas for improvement is challenging because almost all of the transformations are done electronically and therefore are privy to only a few people at any one time. Sometimes knowledge of the process may be limited to the step that the person performs and perhaps the previous or next step. No one owns the process and even determining who could potentially own the process is problematic since a wide variety of people have portions of the process under their area of authority.

Added to all of these difficulties is the organic nature of the process itself. When organisational changes occur, tasks are transferred to different departments or individuals and some of the knowledge of that transactional process may be lost or distorted. It’s like the electronic version of telephone, where the message is corrupted as it moves from person to person. Since no one person sees the entire process no one recognises the wastes.

It is imperative that those working in transactional environments learn to view their tasks as part of an entire process, be able to identify the process and find a way to determine process owners. Obviously this requires collaboration within and across departments as well as the desire and ability to claim responsibility for a process.

Another major objection to Lean is that Services are considered a creative, flexible process that cannot be standardised. While there is a kernel of truth to this objection much of the waste in a process stems from the belief that each customer request could or should be handled individually to best meet any possible customer need. In fact, the customer benefits from standardisation in the process because standardisation ensures quality and speed of service. Creativity is needed to design flexible points into a standardised process.

The best way to find this combination of standardisation and flexibility is to complete a VSM for the entire process (customer request to customer delivery). This method differs only slightly from a traditional manufacturing Value Stream Map. Many people across several departments may be needed to complete one VSM. It is important to include everyone not only to stay true to the Lean principle of going to those who do the work but also to identify risks, redundancies, opportunities for flexibility and to begin collaborating which will also be needed for the kaizen activities.
Lean is an obvious choice for those wishing to be more competitive and improve efficiency in the Service industry.

Acclino Solutions for Transaction Services

Acclino’s Lean Tools   and techniques can improve the customer experience by reducing unnecessary activities and unnecessary IT processes, whilst also providing solutions to cut down on errors, maximise employee empowerment and become more cost-effective.

Service companies have so many different processes to their business, that without effective coordination in place, mistakes can easily occur. Every task needs to include a thorough process of planning, writing, designing and proofing to generate a high enough standard of quality for their clients. These ongoing processes are not only extremely time-consuming, but with different tasks being assigned to different departments, project efficiency could also be compromised.

Lean implementation can help service companies to streamline their processes by removing tasks that are unnecessary and implementing a much more efficient approach. In doing so, Lean also provides a direct improvement on work quality and therefore provides added value for the customer.

Let us help you get started on your Lean journey in your service and transactional processes. Acclino’s innovative training tools can help you and your teams find better solutions for your transactional services. Get in touch with us here