SESSION 304 Monday, November 2, 3:00pm - 4:00pm Track: Expert Focus Lean Methods for Contact Centers: A Case Study Mohan Nair Senior Consultant, NAIR CONSULTING GROUP [email protected]Session Description Innovative process re-engineering programs like Lean Six Sigma have improved organizations ability to capitalize on the value of the their assets. By applying Lean Six Sigma methods to the current contact center, quality assurance, and training programs, managers have a tremendous opportunity to transform the contact center into a profit center that serves as the pivot for all customer interactions within the organization. In this session, attendees will explore many of the misunderstood elements of Lean Six Sigma, a model that capable of meeting the expectations of stakeholders and customers alike. (Experience Level: Expert) Speaker Background Mohan Nair has been involved in the services industry for the past fifteen years, working with cutting- edge and innovative companies like Microsoft and Lenovo. Prior to that, he was VP of operations for HSBC Resourcing. Mohan received his MBA from the University of Southern Queensland, Australia, and is also a Lean Six Sigma Black Belt. He’s passionate about using technology and human capital to delight staff and customers.
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SESSION 304 Monday, November 2, 3:00pm - 4:00pm
Track: Expert Focus
Lean Methods for Contact Centers: A Case Study
Mohan Nair Senior Consultant, NAIR CONSULTING GROUP [email protected]
Session Description
Innovative process re-engineering programs like Lean Six Sigma have improved organizations ability to capitalize on the value of the their assets. By applying Lean Six Sigma methods to the current contact center, quality assurance, and training programs, managers have a tremendous opportunity to transform the contact center into a profit center that serves as the pivot for all customer interactions within the organization. In this session, attendees will explore many of the misunderstood elements of Lean Six Sigma, a model that capable of meeting the expectations of stakeholders and customers alike. (Experience Level: Expert)
Speaker Background Mohan Nair has been involved in the services industry for the past fifteen years, working with cutting-edge and innovative companies like Microsoft and Lenovo. Prior to that, he was VP of operations for HSBC Resourcing. Mohan received his MBA from the University of Southern Queensland, Australia, and is also a Lean Six Sigma Black Belt. He’s passionate about using technology and human capital to delight staff and customers.
1. Waste of Overproduction – Preparing unneeded ineffective, reports, reports not read or acted on multiple times
2. Waste of Time (Idle) – Batch processing, batch uploads, i.e., monthly closings, weekly billing, monthly reports
3. Waste in Transportation – Unneeded steps in the process, document and data travel distance between stations
4. Waste of Processing (Too Fast) – Excessive sign-offs needed
5. Waste of Stock on Hand (Inventory) – Transactions waiting to be processed
6. Waste of Movement (Worker) – Unneeded data entry, extra steps in the call
7. Waste of Making Defective Products – Incorrect , inaccurate data entry
Recommended Methodology
• Define the problems, issue or
customer concerns impacting
productivity or customer sat
• Measure, map out the current
process using BI, analytics, data
and customer insights
• Analyze and identify root cause
using tools and subject matter
experts from the team
• Improve areas of concern,
bottlenecks and defects by
adoption and implementation
• Control gains made, maintain the
solutions and success
Recommended Methodology – Possible Outcomes
• Reduce processing times
• Reduce multiple hand offs
• Reduce errors and defects
• Improved throughput yields
• Enhanced staff engagement and
satisfaction within business units
• Enhance customer satisfaction
• Maximize revenue on collection
calls and reducing write-offs for
delinquency accounts
• Establishing standard processes
within Finance department
The Challenge
• Approach to Change Management and Performance Optimization was fragmented across multiple business units
• Gaps in capability to drive sustainable transformation to deliver CEO’s strategy became frustrating for leadership team
• Organization had to change quickly to rapidly meet business and client demand. Competitors had similar success strategies
• The only differentiator would be disciplined execution of Lean Methods across the enterprise with stakeholder sponsorship
• Getting leadership buy-in, employee acceptance to change, clients endorsement on the continuous improvement journey
The Solution
• Accelerated enterprise-wide training on service delivery, key performance indicators, balanced scorecard metrics in Q1 Q2
• Combination of best practices in BPO, DEVOPS, ITIL, LSS underpinned by the PMI’s Project Management framework
• Certifying and training business units on KAIZEN Coaching, Performance Management and Customer Service Excellence
• Implementing technology within HRIS, Operations and Finance to leverage existing or new technology with suppliers
• Regular communication from CEO, Business Units on key performance indicators, financials and overall performance
The Impact and Results • Reduction of 37% in customer complaints and escalations
from internal customers, clients and 3rd party providers
• Helped increase Baseline Sales Revenue in Year 1 from 3MM USD to 4.3MM USD in Year 2 and 5.7Mm USD in Year 3
• Reduced attrition within the organization from 77 % in Year 1 to 64 % in Year 2 and 41 % in Year 3 with annualized savings
• Increased productivity, throughput of agents with desktop technology, single sign-on by 15% in Year 1 and 29% in Year 2
• Stabilized performance and pricing terms from suppliers and 3rd party vendors, suppliers within supply chain with no increase in pricing terms thereby saving more than 725K USD
Transformation Roadmap
Knowledge Transfer
Current State Assessment
Training Ramp Up Improvement Initiatives
Future State Definition
Program Management & Organization Change Management Process Deployed Globally