Aldar Education. Transformation der Customer Experience (CX) durch den Zulassungsprozess
Aldar Academies hat ihren Zulassungsprozess durch die Bewertung des bestehenden Workflows und die Gestaltung eines effizienteren zukünftigen Prozesses überarbeitet. Diese Umstellung reduzierte die Bearbeitungszeit um 88 Stunden, senkte die Komplexität um 3 %, verringerte den Aufwand um 34 % und erhöhte die Automatisierung um das Zehnfache, wodurch Abläufe optimiert und die Gesamteffizienz gesteigert wurden.
01 —The Impact
The results, up front.
Time Reduction : The redesigned process led to a reduction of 88 hours in the overall timeline, allowing for faster processing and better resource utilization. Complexity Reduction : By simplifying steps and eliminating unnecessary tasks, we reduced the process complexity by 3%, making it more straightforward for all stakeholders involved. Effort Reduction : The effort required to complete the admissions process was decreased by 34%, significantly reducing the workload on staff and improving overall productivity. Increased Automation : Automation was increased tenfold, minimizing manual tasks and improving the accuracy and speed of data processing.
02 — The Challenge
Where they started.
We embarked on a project to transform the existing admissions process by conducting a thorough assessment of the "As-Is" process. This involved mapping out all the key stages and identifying stakeholders involved, including Parents (Customers), Admissions (Enrollment), PRE, Principal (Leadership), Teachers/SLT (Educators), Head of Inclusion, Nurse (Medical Provider), IT, and Finance Officer. Our objective was to identify inefficiencies and areas for improvement across the 92 tasks that spanned from the initial parent inquiry to the final financial clearance. With a deep understanding of the current process, we set out to design a future process that would streamline operations, reduce time and effort, and enhance automation.
03 —What We Did
The work.
Stakeholder Mapping
We meticulously identified all stakeholders involved in the admissions process to ensure that every touchpoint, from Parent (Customer) to Finance Officer, was thoroughly analyzed.
Task Analysis
An examination of each of the 92 tasks was carried out to understand their role, interdependencies, and contribution to the overall process. This analysis helped us pinpoint bottlenecks and tasks that were redundant or overly complex.
04 — Approach & Methodology
How we got there.
Process Indicators : We focused on key metrics such as time, complexity, effort, and automation to identify inefficiencies in the current admissions process. This analysis revealed significant opportunities for improvement, particularly in reducing manual intervention and streamlining steps that added unnecessary complexity.
Future Process Design : Armed with the insights from our analysis, we developed a streamlined future process. This redesigned process significantly reduced the number of tasks and introduced a higher level of automation, resulting in a more efficient and user-friendly experience.
05 —In Practice
Project samples.
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