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SOLUTIONSIn the Summer of 2017, twelve staff from the Transit and Muni Customer Service(MCS) divisions of SFMTA embarked on a journey to improve the process by which it responds to customer feedback. The project focused specifically on employee-related feedback, which comprises approximately 60% of all feedback submitted to SFMTA about Muni. Over a series of four rapid improvement meetings, the projectteam improved the process by:• Creating standard guidelines for processing key types of feedback• Creating follow-up questions for SF311 employees to ensure all information
necessary to resolve a complaint is collected from the customer at intake• Creating templates to make it easier for MCS employees to respond quickly to
the most frequent types of complaints• Developing criteria to identify priority video pulls that are critical to investigations• Selecting metrics for a new weekly reporting dashboard to monitor performance
and manage daily operations• Building a new MCS SharePoint Knowledge Base to serve as a central repository for the work products from
the rapid improvement meetings, along with other materials for the efficient processing of complaints.
BACKGROUNDIn 2016, City Performance produced a comprehensive report on the process for addressing Muni feedback. The report identified 41 opportunities for improvement in four key areas: (1) improving customer experience, (2) improving staff tools and processes for addressing feedback, (3) implementing technical improvements to the feedback processing system, (4) expanding performance metrics.
At the start of the improvement effort, the project team determined that they needed to improve the complaint resolution process because customers did not feel valued: when customers offered feedback or filed complaints, they often did not hear back from the agency. Furthermore, staff were spending extra time investigating complaints that had insufficient information, complaints about behavior or actions that were not actually rule violations, and complaints for which there were varying policy and rule book interpretations.
ROOT CAUSES OF PROBLEMS Using Lean tools such as the Five Whys and Fishbone Diagram, the project team determined the root causes for these issues: First, the process lacked comprehensive, standardized policies for feedback processing. Second, it is difficult to manage feedback and record investigation details in Muni’s complaint processing software. Last, customers expect a high level of personal attention and courtesy from transit operators, while operators’ first priority is safety and operations.
Michelle Enciso from Green Division explains how complaints are processed step-by-step in the Trapeze software.
Transit Management staff go on a “Gemba walk” (job shadow) to MCS to see how a complaint is triaged step-by-step before it is referred to Transit.
A partnership between the City Performance Lean Team and the San Francisco Municipal Transportation Agency
Improving Muni Customer Service feedback processing to better serve the public and the SFMTA staff responsible for addressing the feedback November 2017
Controller’s Office, City PerformanceSFMTA: Muni Customer Service & Transit Division
For questions about this project, contact:Corina Monzón (CON) [email protected] Sanchez (MTA) [email protected]
If you are interested in receiving training on the Lean methodology, please sign up for the waitlist here.If you are interested in running a Rapid Improvement Event in your division, please email Ryan Hunter at [email protected]
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PSR Rapid Improvement Event
Report Out
Controller’s Office & SFMTAOctober 5, 2017
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Process Improvement Roadmap – walking through each part of the Rapid Improvement Event
Designing Solutions
Metrics and Reporting
SharePoint Knowledge Base
Stakeholder Brainstorming
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We focused on improving the PSR process for employee-related PSRs, and specifically on the MCS triage of these PSRs.
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We focused on improving the PSR process for employee-related PSRs, and specifically on the MCS triage of these PSRs.
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We worked toward an improved future process, in which fewer PSRs will require individual investigation by transit divisions.
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PSRs
PSRs
Closed by MCS
Closed by divisions
Closed by MCS
Closed by divisions
Current
Future
100% of customers
receive response
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Everyone at the Lean training in May helped develop the first three boxes of the roadmap, including Why Change Is Needed.
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Why is Change Needed –Empathy MappingTo keep our customers front and center, the RIE members practiced empathy mapping at the second RIE.
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Why is Change Needed –Empathy MappingEmpathizing with how our customers are feeling sets the context for their complaints, and helps us understand what they expectfrom the agency’sresponse.
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The other part of this project that everyone at the training worked on was metrics.
The metrics help in monitoring our progress over time, setting goals, and designing new reporting dashboards.
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3. Future State Reduce by 30%
Reduce by 40%
Reduce by 20%
Reduce by 50%
Reduce by 20%
Reduce by 30%
Current and Future State Metrics
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Root Causes and Brainstorming SolutionsThe current and future state metrics lead us into analyzing what are the root causes of the process challenges, and then how can we address those root causes with solutions?
The whole training did the fishbone diagram that started the work on rootcauses.
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Root Causes and Brainstorming SolutionsIn RIE #2, the smaller group picked up with: doing a Gemba walk (job shadow) of the triage process, process mapping and identifying obstacles, and…
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Root Causes and Brainstorming Solutions… refining root causesfrom fishbone diagrams, & brainstormingsolutions.
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Brainstorming Solutions
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Designing Solutions
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The group generated guidelines to categorize what types of discourtesy need further investigation.
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The result is clear guidelines about what types of alleged discourteous behavior should be forwarded to divisions for further investigation, and what types of allegations are not actionable and can be addressed and closed by MCS.
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The RIE team brainstormed what types of PSRs should be dismissed as 3rd Party, and which should continue in the PSR process.
CON supported this process by researching the policycontext.
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MCS is working with TransitManagement to implement the new guidelines based on the RIE group’s feedback:• Safety-related PSRs
(category 100) concern all road users, and are never considered 3rd party
• Other employee-related PSRs are 3rd party if the customer was not directly involved in the incident
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One of the most difficult root causes of process challenges is lack of information, which is gathered primarily at intake by SF311.
The RIE looked at the follow-up questions that SF311 reps are trained to ask on the phone, and made revisions so the most important info is captured. These questions will be added directly onto the screen that SF311 reps look at while answering calls.
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MCS and the Controller’s Office will work with SF311 to implement this improvement.
Once this is improved, fewer PSRs will lack critical details.
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Another key frustration is not having videos available for PSRs that require them.
The RIE team went through the criteria for video pulls and refined them so that division managers are more likely to have videos available for the PSRs that need them.
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The guidelines created provide standard work that everyone agrees on for which PSRs should have videos pulled.
No matter who does the daily video processing, the result should be the same, and match division managers’ needs.
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Everyone worked together to write customer responses that MCS will be able to use to respond to PSRs about (1) safety/security issues, (2) stroller & bulky item policies, (3) transit service issues, and (4) operator misconduct.
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Metrics and Reporting
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SFMTA Performance & Business Support received feedback from the RIE group on existing dashboards and direction on new dashboards to help MCS and Transit manage the PSR process.
New dashboards will include:• Automated weekly reporting• Monitoring PSR trends, by
operator and by type (discourtesy, altercations, pass-ups, etc.)
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• New weekly reporting will have– Chart of PSR volume over
the last 7 days, by action code (status)
– Table of PSR volume and open/close status, over a timeline you can set
– Aging summary (open PSRs)• Can be emailed once a week
(e.g., Tuesday morning), and will always be available online
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SharePointKnowledge Base
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Brainstorming Stakeholders &
Communications
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Feedback from Executive Sponsors and Managers
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Thank you!
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Thank you!
Muni Customer ServiceAngela GenochioJeannette SanchezKristen Holland
Controller’s OfficeCorina MonzónDavid WeinzimmerJeffrey Pomrenke
Transit ManagementAmmee AlviorChristina PenlandDeMarrio McClaryElizabeth Valdellon
Paul WongSal TandocShawna Pitts
Executive SponsorsCandace Sue Mary Travis-AllenLeda Rozier
Performance & Business SupportTim Quayle, Maddy Ruvalo, Fernando de la Pena