Ever been pleased to be in line?
Hospital surgery waiting lists are a rare example where queues have a benefit – in this case priority treatment, though renaming them ordering lists may be appropriate.
Ironically the most obvious example of frustrating queues is the doctors’ surgery.
For example – If a patient at the doctors is kept waiting for 10 minutes and this continues throughout the day (4 patients an hour for 8 hours), this totals 5 hours and 20 minutes of client waiting time , daily per doctor.
No wonder we are called Patients!
It’s easy to fall into the trap of giving extra time to clients when you think you have a bit to spare, but the point is – you don’t – and certainly your ‘other’ clients don’t!
The twist is – the problem is often phasing (you got behind once) not supply (Doctors) or demand (Patients).
Re-modelling the doctors’ surgery;
You ensure the first client finishes on time, the next client is quick saving you 5 minutes, the third client who could do with a bit more got 20 minutes as you got underway early, you still finish on time.
And so it goes; at the end of the day probably everyone got what they wanted, got what they needed and many will be delighted, no-one actually waited for their appointment.
It’s the same practice, clients, length of day; just a truly customer centric model. I’d go back to this one and tell my friends.
Where is the waiting room in your company?
• Unanswered phones?
• Orders not fulfilled or taken?
• Calls not returned?
• Appointments not honoured?
• Customers waiting for an update?
• Customers who don’t know you care?
Find your bottlenecks. Address them and you may well create a supply and demand problem!
The remedy is seldom as difficult as you think.