Case Study

Background

A rapidly growing healthcare company with private equity ownership was the leading national provider of bedside diagnostics, laboratory services and hospice care in the United States. They operated 6 call centers across the company’s 5 regions. Operations were managed differently, due to differences in business processes and supporting technology. The company wanted to reduce costs while also developing scalable processes for the future.

Approach

A team of Firefly consultants conducted an assessment to determine performance standards and goals, measure current performance, conduct a gap analysis, and develop key insights and recommendations. They began with the management team’s strategy and conducted a series of interviews, mapped key processes, observed operations, conducted data analysis, and leveraged their experience with call center best practices.

Solution

The assessment developed a roadmap to consolidate from six call centers to three. Recommendations were made in the areas of workflows, tools, metrics, and people. Improvements included economics of scale through workforce consolidation, reduced overtime due to better forecasting and development of a staffing model, improved workflow and call trees, some centralization, and some outsourcing. Quick win annual savings of $1.2M in immediate benefit were realized, with many longer-term improvement opportunities identified.

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