In 2005 Qm undertook a research project with HBOS which culminated in a pilot project in twelve branches. This project was the first application of non linear queue methodology to be applied to teller transactions in a UK bank.
Bank customers in the UK are used to a "first in, first served" approach to queue management for teller transactions. Whilst this methodology is seen as a fair means by which to allocate service to customers it may not represent the optimum use of available resource with which to serve them.
In this instance applying a non linear approach leveraged a faster queue flow through the branch at peak times reducing walkaways and maximising customer satisfaction at busy times.
After analysing the mix of transaction types served at the counter in terms of their frequency and time to serve it was identified that a number of transactions could be identified as "Fast" with the balance being "Standard". The solution we created then broke up the traditional single queue into a short "fast" queue and a longer "standard" queue.
Huddersfield Branch Modified for SPF
In the diagram above, which shows a relatively large counter, the Fast queue is shown on the left hand side. The tellers at the blue service positions were principally tasked with serving "Fast Queue" customers but were asked to call customers from the main "Standard" queue if the Fast queue had no customers waiting. For this methodology to work a standard Qm Call Forward system was in use.
Tellers on the right designated by pink positions always serve transaction from the "Standard" queue.
The effect of this approach when compared to a standard single queue is that faster transactions are prioritised for service applying a "Shortest Process First" methodology to queue management.
Effect of the Changes
In the pilot branches where this approach was applied customer surveys reported an increased satisfaction rating with queue times and the management of queue flow rate was dramatically improved.
Consistency of use of Environment
Consumer research has shown that it is important to keep the branch environment "stable" - don't keep changing things around - the queue regime being used should be the same every day whether busy or quiet. This minimises potential for customers to be confused about the service process, minimising their stress. Customers in low stress environments will be happier to wait for service and will be less conscious of wait times. They will also be in a better frame of mind to be talked to by your staff.
Thoughts on Layout Rules for Dual Queue Solution
The dual queue concept needs to have at least two serving positions designated as deposit only (to obtain the statistical benefit). In practice the amount of counter hours applied to serving customers from the fast queue will be less than this - as staff are briefed to serve from the main queue if the deposit only queue is empty. Ideally both the entrances and exits to and from the two queues should be separated as much as possible to minimise the risk of customer confusion. At the minimum queue entrances should be separated and clearly signed. If there is a call forward system in the branch this should be used to support the main queue- by this means staff serving at the deposit tills can call from the deposit only queue in front of them or using the call forward system from the main queue.
Manning of Fast Tills
In order to get the statistical effect where these are applied there must always be a minimum of two fast tills and these will need to be manned in preference to the remaining tills
Overcoming customer objections - queue management psychology tips
Research has shown that customers are concerned about long waiting times and say they don't like queueing. But it is important to understand why this is. In terms of queueing there is a defined relationship between customer satisfaction, what the customer expected to happen in the branch and what actually happened - if the customer feels that they had to wait longer than they expected to then they will be dissatisfied.
Perception is much more important in this subconscious analysis than reality - most customers feel that they have waited longer than they actually have ( to test your perception of time passing - try sitting quietly (without stimulus) and guessing when one minute has passed - most people guess at about 40 seconds).
The main issues that make customers feel that they have waited longer than they actually have are:
- Unoccupied time seems longer than occupied time
- Pre-process waits feel longer than in process waits
- Unexplained waits seem longer than explained ones
- Uncomfortable waits seem longer
All of the recommendations made in this paper are designed to improve the branch environment for both customers and staff. Our purpose is to make the waiting experience more pleasant for the customer, to lower their stress levels and to impact positively on their perception of waiting time.
There is much empirical research that shows that customers don't mind waiting, what they object to is waiting situations which they feel are unplanned or unmanaged these raise stress and make the wait seem longer.
The suggestions made above together with optimising branch layout for queueing situations will allow the customer to perceive an organised branch where staff are doing everything they can to serve them as quickly as possible.
The most important word that comes out of customer research for queue management is "Fair". Customers must perceive service allocation as fair - and staff must support this.