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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