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    Project Charter

    2

    Project Leader: ************** Team Members:

    Sponsor –  8888888888

    Champion- 8888888888

    Black Belt – 88888888888888888Process Owner – 888888888888 

    Members –  88888888888888888

    Resources-8888888888888888888 

    Business Case: ************ is a prepaid card that is issued with a set $ amount.This card can be used to purchase meals, entertainment, goods from catalogs,

    online vendors or at any store. FIS handles the Inbound Voice Customer Service forthis product. AHT is the billing criteria for this inbound process. As per the datareviewed from Nov to Dec’ 12 the AHT is 340 Sec which is very high as per the targetof 270 seconds.

    Hence, it is extremely important to commence a project to reduce AHT. Thiswould*saving of***********

    Problem Statement: For the period Nov’12 to Jan’13 the AHT of the processwas ********** seconds 

    Goal Statement: To reduce the AHT to****** Sec by Aug’13. 

    Project Scope:In scope:

    Department: ***********

    Location: India(Gurgaon, Mumbai)

    Out scope:

    Technology: Technological changes

    Stakeholders:**************

    Preliminary plan

    Start date: 1-Mar-2013 Target Date Actual Date

    DEFINE 7-Mar-2013 7-Mar-2013

    MEASURE 28-Mar-2013 28-Mar-2013

    ANALYZE 18-Apr-2013 18-Apr-2013

    IMPROVE 10-May-2013 10-May-2013

    CONTROL 30-Aug-2013 30-Aug-2013

    Completion date:

    d  define

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    Communication Plan

    3

    Key Stakeholders  Define  Measure  Analyze  Improve  Control A I I I I I, A

    B A,I A,I A,I A,I A,I

    C R R R R R

    D R,M R,M R,M R,M R,M

    E R R R R R

    F R R R R R

    A R M I Worksheet

    Message  Audience  Media  Who  When 

    Project Activities A Email A Weekly

    Project Tollgate B Meeting A At the end of every phase

    Projects Meeting C Meeting A Twice a Week

    Project updates D Meeting A Weekly

    A – Approval of team decisions outside their charter/authorities, I.e., sponsor, business leader

    R – Resource to the team, one whose expertise, skills, “clout” may be needed on an ad-hoc basis.

    M – Member of team, with the authorities and boundaries of the charter.

    I – Interested party, one who will need to be kept informed on direction, findings, if later support is to be forthcoming.

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    Understanding VOC

    4

    Customer   Sample Comments

    Key Output Characteristics

    Important to Customer

    (CTQ's) 

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    CTQ drilldown

    5

    Optimizing AHT CTQ

    Focus area is High

    AHT Volume

    Metric:-Total

    Time/Total Calls

    Any Call with AHT

    more than 270

    Seconds is an

    Opportunity

    Project Y(Primary) =

    Total Time Taken

    Total Calls 

    AHT Trending from 2010

       2   2   3

       2   2   8

       2   1   8

       2   3   2

       2   0   9

       2   1   2    2

       2   8

       2   3   9

       2   2   8

       2   3   4    2

       5   3

       2   5   1

       2   1   7

       1   8   7    2

       0   6    2

       3   5

       2   2   7

       2   3   6    2

       6   0

       2   6   6

       3   0   2

       3   0   2

       3   1   4    3   3

       8

       3   0   2

       2   9   0

       2   5   7

       2   5   7

       2   6   5    2

       9   3

       2   8   0    3

       0   0

       3

       5   5

       3   5   8

       4   1   2

       4   6   2

    0

    50000

    100000

    150000

    200000

    250000

    300000

    0

    50

    100

    150

    200

    250

    300350

    400

    450

    500

       J   a   n   2   0   1   0

       F   e    b   2   0   1   0

       M   a   r   2   0   1   0

       A   p   r   2   0   1   0

       M   a   y   2   0   1   0

       J   u   n   2   0   1   0

       J   u    l   2   0   1   0

       A   u   g   2   0   1   0

       S   e   p   2   0   1   0

       O   c   t   2   0   1   0

       N   o   v   2   0   1   0

       D   e   c   2   0   1   0

       J   a   n   2   0   1   1

       F   e    b   2   0   1   1

       M   a   r   2   0   1   1

       A   p   r   2   0   1   1

       M   a   y   2   0   1   1

       J   u   n   2   0   1   1

       J   u    l   2   0   1   1

       A   u   g   2   0   1   1

       S   e   p   2   0   1   1

       O   c   t   2   0   1   1

       N   o   v   2   0   1   1

       D   e   c   2   0   1   1

       J   a   n   2   0   1   2

       F   e    b   2   0   1   2

       M   a   r   2   0   1   2

       A   p   r   2   0   1   2

       M   a   y   2   0   1   2

       J   u   n   2   0   1   2

       J   u    l   2   0   1   2

       A   u   g   2   0   1   2

       S   e   p   2   0   1   2

       O   c   t   2   0   1   2

       N   o   v   2   0   1   2

       D   e   c   2   0   1   2

    AHT-Secs Calls Answered

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    Normality testing

    6

    The data follows a normal distribution.

    This means the data is consistent and predictable

    mmeasure

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    Data collection plan

    7

    # Data Duration Reason

    1. Associate Wise AHT Data Jan to Mar’2013  To measure Associate wise

    AHT trending

    2. TL Wise Measurement Mar’13  To see TL wise AHT

    performance

    3. Location Wise Specs Jan to Mar’13  For measuring Location wise

    variance among AHT

    parameters

    4. Shift Wise analysis Feb’13  To measure shift wisevariance among the floor

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    AHT by Associate - Measurement

    Potential AHT reduction of 14% by

    focusing on Top quartile associates. 

    Jan to Feb tenure has an impact onAHT. Tenure doesn’t show an impact

    for March

    Variation has increased in the month

    of Jan and Feb as compared to

    December

    8

    402329

    241

    297

    246297

    280

    230 235

    258

    286 242

    0

    200

    400

    600

    800

    1000

    1200

    1400

    Avg.Tenure-Jan Avg. Tenure-Feb Avg. Tenure-Mar

    307 311 281

    362 361 355

    444 432 406

    725 707686

    0

    200

    400

    600

    800

    1000

    1200

    1400

    1600

    1800

    2000

    AHT-Jan AHT-Feb AHT-Mar

    Q4

    Q3

    Q2

    Q1

    Quartile Analysis-AHT(Seconds)

    Quartile Analysis-Tenure days

    Quartile Analysis Box Plot Analysis

    AHT(Sec.)

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    AHT by Team Leader – Measurement

    (March 2013)

    9

    Supervisors Calls answered AHT Avg. acdtime Avg. acwtime Avg. holdtime Focus-TL's

    3295 324 214 46 64 OK

    7307 358 232 64 63 Medium

    3351 342 229 52 60 Low

    6329 312  220 35 57 OK

    1649 464 270 89 105 Very High

    1420 392 267 63 61 High-TT

    514 285 187 50 48 OK

    5258 319 234 41 43 Low

    3636 379 230 81 68 High

    529 313 196 65 52 OK

    628 360 211 89 60 High-ACW

    605 327 183 78 66 Medium

    3753 339 225 55 59 OK

    5127 328 206 61 61 OK

    811 386 225 83 78 Very High

    1045 374 231 79 64 High

    660 305 184 73 48 Low

    Grand Total 45917 344 225 58 61

    Team Leaders are analyzed as per their team’s performance. There is

    an opportunity to reduce the AHT by 10 seconds by focusing on 5 Team

    Leaders. 

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    AHT by Team Leader – Measurement

    (March 2013) contd.

    10

    Supervisors Calls answered AHT Avg. acdtime Avg. acwtime Avg. holdtime Focus-TL's

    3295 324 214 46 64 OK7307 347 221 64 63 Medium

    3351 342 221 52 60 Low

    6329 312 220 35 57 OK

    1649 347 221 65 62 Very High

    1420 347 221 63 61 High-TT

    514 285 187 50 48 OK

    5258 319 221 41 43 Low

    3636 347 221 81 62 High

    529 313 196 65 52 OK628 347 211 65 60 High-ACW

    605 327 183 65 62 Medium

    3753 339 225 55 59 OK

    5127 328 206 61 61 OK

    811 347 225 65 62 Very High

    1045 347 221 65 64 High

    660 305 184 65 48 Low

    Grand Total 45917 332 217 56 58

    AHT Avg. acdtime Avg. acwtime Avg. holdtime

    Potential Savings of 11 8 2 2

    If 5 Team Leaders are brought down to the floor average, there is a potential to

    reduce AHT by more than 10 Seconds per call.

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    Location wise specs (Gurgaon &

    Mumbai)

    11

    Immediate Action Needed

    Action Needed

    OK

    AHT

    SUMMARY

    Groups Count Sum Average

    Varianc

    e

    Column 1 54

    19507.9

    7

    361.258

    8

    10215.3

    8

    Column 2 25

    8731.85

    1 349.274

    18448.2

    8

    ANOVA

    Source of Variation SS df MS F P-value F crit

    Between Groups2454.49

    4 12454.49

    40.19203

    50.66245

    52.77184

    1

    Within Groups

    984174.

    1 77

    12781.4

    8

    Total

    986628.

    6 78

    There is no Statistical Difference in GGN and MUM AHT.

    F value is very less as compared to F Critical Value

    ATT

    SUMMARY

    Groups Count Sum Average

    Varianc

    e

    Column 1 5412212.8

    7226.164

    33110.69

    1

    Column 2 25

    4981.14

    9 199.246

    5476.17

    8

    ANOVA

    Source of Variation SS df MS F P-value F crit

    Between Groups

    12382.3

    1 1

    12382.3

    1

    3.21786

    9

    0.07676

    4

    2.77184

    1

    Within Groups

    296294.

    9 77

    3847.98

    6

    Total

    308677.

    2 78

    There is a Statistical Difference in ATT for GGN and MUM @90 % C.L.This

    means GGN Team need to get share the best practices for Talk time. There

    is a Mean difference of 27 Secs per call

    The Analysis is based on the associates in

    the system from Jan to March. Taken Data

    for March(551)

    • Gift Card process is performed in GGN and MUM.

    This gives us an opportunity to analyze locationwise data.

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    Potential solutions

    13

    • The analysis shows that Talk time is a significant factor. GGN has high Talk time

    1. As per the Managers there is a language fluency and accent variation in GGN andMUM.

    2. Checked the VNA (Pass1) throughput for GGN and MUM i.e. GGN has a VNA

    throughput of 39% and MUM is on 70%

    Solution:- Extension of VNA training for GGN may help improving Agent quality

    on ascent which may eventually help reducing TT

    ACW for MUM is higher than GGN. There is a difference of around 20 Sec(Weighted

    Avg.)1. A typing test can be conducted for GGN and MUM to check, if typing is a significant

    factor

    Solution:-While calls listening it has been observed that GGN Agents do ACW

    while talking to customers which is good practice and can be shared across

    Mumbai

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    AHT by shift and by hour -

    Measurement

    14

    26.9

    42.5

    50.8

    67.8

    68.6

    62.4

    73.7 75.076.6

    88.3

    67.7

    56.5 57.3

    68.5 67.6

    45.2

    180

    100

    200

    300

    400

    500

    600

    700

    20

    30

    40

    50

    60

    70

    80

    90

    100

    110

    120

    130

       1   8  -   1   9   P   M

       1   9  -   2   0   P   M

       2   0  -   2   1   P   M

       2   1  -   2   2   P   M

       2   2  -   2   3   P   M

       2   3  -   2   4   P   M

       2   4  -   1   A   M

       1  -   2   A   M

       2  -   3   A   M

       3  -   4   A   M

       4  -   5   A   M

       5  -   6   A   M

       6  -   7   A   M

       7  -   8   A   M

       8  -   9   A   M

       9  -   1   0   A   M

       1   0  -   1   1   A   M

    Avg. hold time Calls Answered

    35.3

    41.8

    48.6

    60.6

    57.5 56.8

    62.6

    65.0

    58.660.7

    57.956.3

    50.1

    55.1

    51.650.6

    53.9

    0

    100

    200

    300

    400

    500

    600

    700

    30

    35

    40

    45

    50

    55

    60

    65

    18-19

    PM

    19-20

    PM

    20-21

    PM

    21-22

    PM

    22-23

    PM

    23-24

    PM

    24-1 AM 1-2 A M 2-3 AM 3-4 AM 4-5 AM 5-6 AM 6-7 AM 7-8 AM 8-9 AM 9-10 AM 10-11

    AM

    AACW Calls Answered

    The entire day has been broken in to shits. Which states that there is an opportunity to put more focus on

    30% of the shift time

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    Potential savings

    15

    # Data Duration Reason Potential Savings

    1. Associate Wise AHT

    Data

    Jan to

    Mar’2013 

    To measure Associate

    wise AHT trending

    14% AHT Reduction

    2. TL Wise Measurement Mar’13  To see TL wise AHT

    performance

    4% AHT Reduction

    3. Location Wise Specs Jan to Mar’13  For measuring

    Location wise

    variance among AHT

    parameters

    26 seconds Avg Talk

    time and 10 Secs

    ACW

    4. Shift Wise analysis Feb’13  To measure shift wise

    variance among the

    floor

    11 seconds AHT

    reduction(9 Secs for

    Hold time and 2

    seconds for ACW)

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    Organizing potential causes

    17

    Cause & Effect

    Diagram

    High Medium Low

    In our Control

    • Operational Issues

    • Transactional inquiry

    calls

    • Adding Demographics

    Calls

    • Knowledge about

    certain procedures

    Out of Control

    • Browser limitation for

    promotion codes

    • Amex CC is accepted

    and GC is not

    acceptable with some

    merchants

    • No Access to common

    websites for quick

    resolution to

    customers

    • Hold time for certain

    calls

    • Slow working of buy

    online tool

    C

    ON

    T

    R

    O

    L

    IMPACT

    Control/Impact Matrix

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    Data collection plan on potential

    causes

    18

    Measure Measure Type Data Type

    Operational Definitions

    How Sample Duration

    ( What )

    Balance Inquiry calls Process DiscreteTo check if balance inquiry calls can be attended

    through IVR

    Process

    MappingNA NA

    Transactional Inquiry Calls Process Cont.To check the feasibility for reducing transactional

    history calls AHT

    Process

    MappingNA NA

    Disposition Wise analysis  Process DiscreteTo Track the Transactional history calls with AHT for

    feasibility analysis

    Calls Barging

    exercise383 1 month

    Adding Demographics Calls Process Discrete To check the feasibility to move it onlineProcess

    MappingNA NA

    Floor Governance Impact  Process Cont. The Impact the Governance can put on AHT Pilot run on agroup 12associates 1 week

    Di iti A l i

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    Disposition Analysis

    19

    • Till Now 386 calls

    have been

    listened out of

    which 43 are not

    usable because

    they are tagged

    as General

    inquiry• Balance Inquiry

    has the highest

    call volume

    • Transactional

    history has a very

    high AHT of more

    than 6 mins.

    which can becurbed by putting

    it on IVR

    Count  AHT 66 253.6

    44 355.6

    43 428.0

    39 345.5

    34 431.6

    18 215.0

    17 256.8

    17 597.6

    12 607.0

    11 323.2

    10 243.3

    9 842.6

    9 528.3

    6 438.2

    6 37.3

    4 512.0

    3 1419.7

    3 402.7

    3 384.7

    3 224.7

    3 151.0

    2 1198.0

    2 373.0

    2 341.0

    2 228.0

    2 158.5

    1 1139.0

    1 800.0

    1 601.0

    1 383.0

    1 360.0

    1 357.0

    1 355.0

    1 300.0

    1 256.0

    1 233.0

    1 190.0

    1 189.0

    1 168.0

    1 160.0

    1 129.0

    1 100.0

    386 

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    Pilot Governance

    20

    Our understanding of Amex-Gift Card

    Gift Card is a prepaid Card that is issued with a set $ amount.

    A Pilot has been conducted on from 8th to 17th April on a set of 12 agents

    The test was focusing on Hold Time and ACW Time

    Important Parameters In Gift Card

    Hold Time 

    ACW 

    AHT

    RTA Governance process 

    Pain Point

    Average Handle Time of a call is an opportunity

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    Pilot scorecard

    21

    Before Pilot Change

    Pilot

    (12 Agents)Non Pilot Overall Pilot Non Pilot Overall Pilot

    AHT (Sec) 431 406 408 376 388 387 12.76%

    Calls

    Answered2531 25218 27749 3285 33770 37055 13.5%

    Avg. Hold

    Time99 75 84 84 78 78 15.15%

    ACW 81 75 75 44 64 63 45.6%

    Result

    Pilot team has shown tangible improvement in all three areas

    AHT has reduced by 12.75%

    Pilot ACW has come down by 45.6% which is a marked improvement.

    Avg. Hold Time has reduced by 15.15%

    i

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    Potential solutions to be implemented

    in Operations

    22

    # Data Solution Potential Savings

    1. Associate Wise AHT Data Focus on top quartile

    associates

    14% AHT Reduction

    2. TL Wise Measurement To focus on top

    contributing TL’s 

    4% AHT Reduction

    3. Location Wise Specs To get the best

    practices among

    locations

    26 Secs ATT and 10 Secs ACW

    4. Shift Wise analysis To align supervisors

    among shifts

    3% AHT reduction

    5 Operational Governance Put RTA’s for floor

    governance

    12%

    iimprove

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    Potential solutions to be implemented

    for process maps

    23

    # Data Solution

    6 Balance Inquiry Calls Moving more than 1 calls on

    IVR for Balance Inquiry

    7 Transactional History Calls Moving the IVR option on top

    for transactional inquiry calls

    8 Adding Demographics Calls Opportunity to move them

    online

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    Statistical validation

    25

    Pre

    Post

    There is a change in UCL from 401 seconds to 291 seconds

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    Sigma shift

    26

    Pre Post