II.1 Utilizing Call Center Technology in Centralized ...

II.1 Utilizing Call Center Technology in Centralized Procurement Office

Utilizing Call Center Technology in Centralized Procurement Office

Joni Rittler Supply Chain Director of Infrastructure

Catholic Health InitiativesOakford, Pennsylvania

Dan DeLaySVP, Supply Chain Analytics

VHA, Inc.Dallas, Texas

Implementing a New CHI Supply Chain Operating Model

Workforce AlignmentWorkforce Alignment

CHI as an Operating Company

CHI as an Operating Company

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Foundation

Centralized Operations

MBO Operations

Professional Customer Service

Inclusive Value

Analysis

Professional Inventory

Management

Leveraged Accounts Payable

Hospitals

Long-TermCare Facilities

AmbulatoryClinics

Owned Physician

Offices

Electronic Commerce Network

Manufacturers

Distributors

Centralizing Procurement Operations

ContractingContracting

Data Flows OperationsOperations

ConsortaConsorta

Procurement Support Center

The Underlying Realities of End-user Support

The Simple TruthThe cost of end user support cannot grow proportionally to the growth of the business or complexity of the service solution

Underlying TrendWhile the cost of support must be managed, end user expectations of and senior management demands on end user support organizations are increasing

The Simple TruthThe cost of end user support cannot grow proportionally to the growth of the business or complexity of the service solution

Underlying TrendWhile the cost of support must be managed, end user expectations of and senior management demands on end user support organizations are increasing

Traditional Procurement Customer Service

Buyers/Purchasing Agents

Employeesand vendors

call individuals

PBX Administrative

Extensions

Employeesand vendors

call individuals

PBX Administrative

Extensions

Traditional Approach to Growth

Buyers/Purchasing Agents

Employeesand vendors

call individuals

Administrative

“Pick” Groups

Employeesand vendors

call individuals

Administrative

“Pick” Groups

Why Doesn’t This Work Moving Forward?

This distributed model is the most expensive model and grows more expensive on a per interaction basis as operations grow and/or consolidate

Not leveraging economies of scale operationally

Not sharing knowledge and learning

Cannot leverage technology

Cannot measure or control quality of service

Not achieving economies of scale in each division

Support Center OperationsA central support function is built made up of two interlinked

operations

Front Office

First line of interaction with the end user

All support interactions go through front office for tracking and trending purposes

Key measure is one call resolution rate

Quality and accuracy management programs

Tier triage escalation point for front office

Handoff managed by case/problem management system

Key measure is time to resolution

Quality and accuracy management programs

Back Office

Back OfficeFunctional

ProfessionalsTiered Triage

Front OfficeSkilled

Generalists

CustomersDirector MM, Director OR Customer Service

Reps, etc.

Contact Management Approach

Contracting,Operations, etc.

Knowledge tools

Contact Management Approach

Skills based routing achieves additional economies by grouping customer service representatives (CSR) with like skills and attempts to identify what skills a caller requires to support his/her needs. Specialized phone numbers, automated attendants, and interactive voice response units (IVR) all can be used to ascertain this caller information. The automatic call distributor (ACD) can be used to route calls to the appropriate CSR group. This model relies on a shared common knowledge base for each skill set.

Tiered triage sends all calls to a back office generalist tier agent group. This group is equipped with robust knowledge and process management tools to answer a majority of questions/service requests that cannot be immediately processed by the CSRs. Complex requests are advanced to specialist tiers using case management tools to manage and reduce handoff issues. This model can make extensive use of coordinated transfer technology to minimize the caller having to repeat information. Warm transfers (transfers where the specialist, CSR and caller are conferenced to allow the first tier to share verbal information) also promote positive customer perceptions of service quality.

Professional Customer Service

End-user encounters difficulty in executing transaction. Virtually all problem resolution should begin with a call to the Contact Center.

End-user Contact CenterRepresentative

Contact Center Representative uses software to generate “ticket” to track call attributes:

Time of call

Source of call

Type of call (Problem or request)

Time to resolution

Nature of resolution

Satisfaction with resolution

Individuals contributing to resolution

Corrective action

“Immediate Resolution”

Research non- “Immediate Resolution” calls

“Escalate” to local CSA for issues requiring immediate attention thatcan’t be resolved by the call center

Local Customer Service Agent

Reso

lutio

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Start Here!

Knowledge Transfer Operations

EndUsers

TOC

2-page conciseknowledge assets

Info Banner and Table of Contents

Word documents on server

WebSite

FAXServer

AutomatedAttendant

Customer Needs

assessment

New Knowledge

Needs

Knowledge Asset

Development

AcceptanceProcess

WhiteboardSessions

IndividualContributors

E-mail

Design Once — Implement Many Times — Knowledge transfer is the key

Implement proactive and real-time knowledge and process management for VHA support center operations

Implement proactive and real-time knowledge and process management for VHA support center operations

Knowledge base

Operational ExcellenceBlock and Tackle Processes

Performance management

Quality management

Knowledge management

Process management

Shrinkage management

Schedule adherence

Incentive plans

Goal setting

Training

Disaster recovery

Technical Solutions and Approach

To address these business forces, contact centers are focusing their investments in three areas

Operational Excellence — technology and processes

Contact Center Consolidation — physical and virtual

End User Migration to Self Service Support Channels

Operational Excellence Block and Tackle Technologies

Telephony — Automatic Call Distributor (ACD)

Quality monitoring (both quality and accuracy)

Customer identification

Customer need identification

Coordinated transfer

Operational reporting

Intelligent networking for multi site operations

Interactive Voice Response (IVR)

Network signaling (ISDN, DNIS, TNT, RCF, ICR)

Workforce management — multi-channel

Detail Discussion: Typical Contact Center Technology Diagram

PSTN

Building Entry

Pay Phone

Cat 3 Cabling

Fiber MuxCommunications

Interface

FaxModems

Fire Security

Video Conference

Data Switch

Hub

Hub

Hub

Hub

Cat 5 Cabling

PCs

Dumb Terminals

Mini Computer or Cluster Controller

Domain Controller

Back-up Domain Controller

Application Servers

File and Print Server

Diesel Generator

ACD

Subn

et

PredictiveDialer

Power GridMost Common ConnectivityAlternative Connectivity

UPS

• Network Prompting• Network Routing Server• Workforce Management Server• Applications Servers

• Voice Processing

• Workforce

Management

• Reporting

• Quality Monitoring

• Reader Boards

• CTI

• E-mail

• Case Management

• Networking

• Music on Hold

ROM Software Estimated Cost DetailCall Center Example Phase 1 Phase 2 Phase 3

• ACD Nortel Meridian Symposium Avaya Definity G3i $75k – $100k $75k –

$100k• IVR Periphonics (Nortel)

Coversant (Avaya) $38k-77kspeech recognition

• CTI – Genesys $80k –$160k complete in phase 2

• Quality Management $75k-100k $75k – $100k

Nice, Witness• Work Force Management $50k – $100k complete in phase 2 $25k – $50k

TCS, Blue Pumpkin• Predictive Dialer $75k – $100K

Melita, Aspect consolidate outbound dialing in single center

• Multi-site Networking Included in purchase price of hardware

Genesys, CiscoThese are rough order of magnitude figures. They do not constitute a bid or a contract from CSC. We will refine these estimates on a phase by phase basis. Statements of Work will be developed to provide a contractual basis for moving forward.

Phase 1 for the contact center covers up to 50 service advisors in a single centerPhase 2 covers the expansion of the initial center to the point that a second center is opened ~ 100-150 SAsPhase 3 covers the expansion into a second center for disaster recovery and assumes full redundancy of

all technologies which is a worst case scenario.

ROM Hardware Estimated Cost Detail

These are rough order of magnitude figures. They do not constitute a bid or a contract from CSC. We will refine these estimates on a phase by phase basis. Statements of Work will be developed to provide a contractual basis for moving forward.

Call Center Example Phase 1 Phase 2 Phase 3Vendors

• ACD Nortel Meridian Symposium Avaya Definity G3i $100k – $125k $100k –

$125k• IVR Periphonics (Nortel)

Coversant (Avaya) $75k – $144k $75k – $144k

• CTI – Genesys $75k – $100k $75k – $100k

can sometimes co-reside on existing application server

• Quality Management $75k – $100k Technikron can sometimes co-reside on existing application server

Dictaphone• Work Force Management $75k – $100k

AspectBlue Pumpkin

• Predictive Dialer $75k –$100k Melita consolidate outbound dialing in single

centerAspect

• Multi-site Networking $100 – $200k

Genesys, Cisco

CentralizedProcurement

Broad Based Shared Services Migration Path

ContactCenter

Processes and technologies that migrate work, knowledge and tools from the host department to the contact center

ContactCenter

CentralizedProcurement

Accounts Payable

CentralProcurement

AccountsPayable

ContactCenterIT HR

Design Once — Implement Many Times — Knowledge transfer is the key