net rpc_iyogi_chd_v4 0_1
TRANSCRIPT
© 2012 IBM Corporation
Project Template (RPC Improvement)
Name (GB/BB): Ravi Walter
Date:
© 2012 IBM Corporation 2
Project CharterDefineBusiness Case
Site missed on site level SLA targets for Net RPC for the Q4 2012. It became an exigency to meet the SLA target LOB wise through optimize utilization of call volume along with channelizing the mythology.
Competency: ICOE
Location: Chandigarh
Project Benefits: Q4’2012 Financial Savings
Saving IBM Client Total
In INR 2,273,167 2,565,833 4,838,999
In $ 41,330 46,652 87,982
Project TeamSponsor / Champion : Himanshu RathoreCharting Manager: Charu AhluwaliaProject Leader : Ravi WalterProject Mentor : Anshu ManglikSME : Nishit RajanTeam Members : Nishit Rajan, Sanket Khandelwal, Akshay Sethi and Parikshit Jassal
Problem StatementIn the last quarter i.e. Q4 2012 we missed the SLA targets for both the LOBs considering Quarter’s performanceNet RPC Printer Netgear SEM Overall AchievedOct'12 $8.83 $7.20 $8.02Nov'12 $10.53 $7.86 $9.15Dec'12 $9.97 $10.10 $10.04
Average $9.78 $8.39 $9.07
Goal StatementWe need to meet the target as per the SLA Targets:Printer- $13Netgear SEM- $10
ScopeIn Scope- Both The LOBs Printer and Netgear SEMOut of Scope: All other sites or process i.e. the project is for only iYogi CHD site .
Project Plan
Phase Completion Date Status
Define 19th Jan'13 Close
Measure 8th Feb'13 Open
Analyze 28th Feb'13 Open
Improve 28th Mar'13 Open
Control 8th May’13 Open
© 2012 IBM Corporation 3
iYogi & End User To generate maximum revenue with FCR and end user satisfaction Net RPC
Voice of Customer Define
© 2012 IBM Corporation 4
CTQ
Opportunities: All incoming resolution provided calls
Independent Variables
Dependent Variables(Key process steps)
Net RPC
Maximum Revenue Generation Outflow Reduction
Opportunity and Defect Definition
Solution Tree Define
Effective Utilization of call Volume
Less CPA
High Value Sales along with healthy sales
conversion%
Appropriate Customer Education
/Resolution/Value for Brand
100% efforts on each call before picking the next call and following all the procedures. Reduction in
Call Avoidance
Defect: Non converted probable revenue generating call
© 2012 IBM Corporation 5
Financial Benefit maximization
CCR
CTQCTQ
Net Revenue Per Call
Net Revenue / Total Inbound Calls
Practitioners below target for Net RPC- Q4
Printer- 79.53%Netgear- 68.30%
Printer- $13 & Netgear - $10
CTQ Details Define
JPEG image
iYogi & End User To generate maximum revenue with FCR and end user satisfaction Net RPC
© 2012 IBM Corporation 6
Define
S Supplier
I P O C Customer
Output
Process
Input
IBM GPS iYogi
Incoming Calls on CISCO
Process Sales of iYogi
Plans (Annual/Gold Etc)
Customer Satisfaction
iYogi End user
Customer
Incoming CallsCreation of Customer’s
Account
Understand Customer’s
technical issue to identify
In-scope/OOS issue and take remote for
resolutionProvide Resolution
Pitch for subscription Plan for Sales. Else free support if small issue
Results in revenue
generation
Start End
© 2012 IBM Corporation 7
Project Charter
CTQs: Net RPC
Total time to completion ( in Months ): 3 months
Project Charter
CTQs: Net RPC
Total time to completion ( in Months ): 3 months
DEFINE Summary Define
© 2012 IBM Corporation 8
Measure Measure
Measure Net RPC
Operational Definitions
Net Revenue / Total Inbound Calls
What When How
Net RPC Daily WFM reportJPEG image
© 2012 IBM Corporation 9
MeasureKey Input & Process Indicators for CTQ
CPA High Value Sale Less Outflow
Month Calls Per Agent Overall Outflow % Net RPA Net RPC
Oct_12 15 12 $137.14 $7.97
Nov_12 16 9.96 $159.23 $9.12
Dec_12 15 10.66 $168.59 $10.03
Jan_13 13 9.19 $178.17 $12.01
© 2012 IBM Corporation 10
Measure
Oct_12 Nov_12 Dec_12 Jan_13
Calls Per Agent 15 16 15 13
Overall Outflow % 12 9.96 10.66 9.19
Net RPA $137.14 $159.23 $168.59 $178.17
Net RPC $7.97 $9.12 $10.03 $12.01
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Above Mentioned Trend- Shows positive trending for factors contributing to CTQ
© 2012 IBM Corporation 11
Measure
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$7.97 $9.12
$10.03 $12.01
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High Value Sales
Net RPC
AHT
Month AHT High Value Sales Net RPCOct_12 24 1247 $7.97 Nov_12 26 1235 $9.12 Dec_12 29 1530 $10.03 Jan_13 34 1141 $12.01
© 2012 IBM Corporation 12
AnalyzeQUALITATIVE- Analysis
Low Net RPC
High Outflow High CPA
Low Net Revenue Less High Value Sales
Incorrect Sales
Incorrect T/S
Incorrect Branding
Customer Dissatisfaction (Services)
Inappropiate Customer Education
Lack Agent Ownership
Due to lack of L1/L2 O wnership
Incorrect payment authorization
High Call Avoidance
High OOS calls
High Ghost Calls
InadequateTech/ Comm SkillsNot Following Quality Procedures
Unnecessary Transfers
High OutflowLow value sales
Offer all valid plans
Non Sale Pitch Adherence
Less Affordability
Agent Behavior Issues
Lack of 100% Efforts/Explore all Sale opportunities
Cause and Effect
© 2012 IBM Corporation 13
AnalyzeQUANTATIVE- Analysis
Gagan JethiGaurav Chahal M Raj Manish Gill
Mukesh Sharma
Parikshit Jassal Ratish Jha
Sachin Sarohi
Shobhit Shankhdhar
Vipin Bhateja
Oct $8.57 $7.10 $6.54 $9.03 $7.12 $6.19 $8.44 $8.27 $8.99 $9.98
Nov $10.22 $7.63 $6.64 $10.23 $2.82 $7.42 $11.24 $8.61 $10.36 $9.85
Dec $10.67 $11.53 $7.62 $10.67 $8.38 $10.61 $9.94 $8.68 $8.76 $14.48
Jan MTD $12.10 $12.30 $9.18 $10.57 $8.26 $11.81 $11.93 $11.40 $14.38 $13.50
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Oct
Nov
Dec
Jan MTD
Most of the teams shown improvement from Dec’12 onwards due to rigor around performance on Net RPC
© 2012 IBM Corporation 14
Analyze
Gagan JethiGaurav Chahal M Raj Manish Gill
Mukesh Sharma
Parikshit Jassal Ratish Jha
Sachin Sarohi
Shobhit Shankhdhar
Vipin Bhateja
No of Calls 13400 16574 3777 16359 5128 16725 12721 18194 16243 12508
High Value Sales 494 676 105 551 151 583 506 674 613 522
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No of Calls
High Value Sales
Gagan JethiGaurav Chahal M Raj Manish Gill
Mukesh Sharma
Parikshit Jassal Ratish Jha
Sachin Sarohi
Shobhit Shankhdhar
Vipin Bhateja
Net Revenue $134,974.27 $154,575.06 $27,437.83 $164,834.96 $39,195.23 $145,489.33 $130,641.35 $165,879.82 $164,073.14 $144,714.81
Outflow % 14.92% 8.08% 10.50% 12.01% 6.27% 7.02% 10.20% 6.82% 12.85% 6.66%
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Net Revenue
Outflow %
© 2012 IBM Corporation 15
Analyze
Equal distribution of headcount/Calls/team Size month Wise
© 2012 IBM Corporation 16
Analyze
Agent Tenure does not have any influence on Net RPC as lower quartile itself is 1.5 years old in the system. So most of the Agents are tenured on the floor
© 2012 IBM Corporation 17
Analyze
Prime focus on bottom quartile who are sitting at odd $6 RPC
© 2012 IBM Corporation 18
Analyze
There is a difference of 50 calls from top, middle and bottom quartile, need to work on reducing variability.
Variability in Revenue Generation also needs to be reduced
© 2012 IBM Corporation 19
Analyze
Few teams need to meet $10 mark and more to reduce variability
© 2012 IBM Corporation 20
Analyze
Few teams need to reduce the outflow% to below 10% mark and more to reduce variability
© 2012 IBM Corporation 21
AnalyzeMajor Category & C-E matrix
Major Cat Description Control Impact Anticipated Benefit
Outflow
Incorrect Sales High High
Reduction in defects by 60%, by coaching , mentoring , audits, floor support and actions on non compliance cases. Anticipating below 10% defects. Current defect @ 15.19%,
Incorrect T/S High HighCurrent defect @ 4.57%, anticipating it to be at ~ 2%, by Audits and coaching on KB articles usage
Incorrect branding High High Current defect @ 5.87%, anticipating it to be at ~ 2%, by Audits and coaching
Customer Dissatisfaction (Services) Low High OOS for adamant customers
Incorrect Payment Authorization High Low Current defect @ 42.98%, anticipating it to be at below 10%, by coaching
Due L1/L2 Low Low OOS
Agent Ownership High HighAnticipating below 5% defects by coaching , mentoring , audits, floor support and actions on non compliance cases
Customer Education High High
Current defect @ 17.44%, Anticipating below 10% defects by coaching , mentoring , audits, floor support and actions on non compliance cases
© 2012 IBM Corporation 22
AnalyzeMajor Category & C-E matrix
Major Cat Description Control Impact Anticipated Benefit
CPA
Call Avoidance High HighCurrent defect @ 1.80%, Anticipating it to be @ ~ 1% by coaching , mentoring , audits, floor support and actions on non compliance cases
OOS Calls Low High OOS, as do not have control on call volume
Ghost Calls Low HighOOS ,as do not have control on call volume
Tech/Comm. Skills High HighCurrent defect @ 4.57%, anticipating it to be at ~ 2%, by Audits and coaching
Avoid Transfer Low LowOOS, as do not have control on Cisco and Business intelligent tool. Random Audits are the only check point.
Not Following Quality Procedure High LowCurrent Scores at ~ 63%, Anticipating it to be @ 70% by coaching , mentoring , audits, floor support and actions on non compliance cases
© 2012 IBM Corporation 23
AnalyzeMajor Category & C-E matrix
Major Cat Description Control Impact Anticipated Benefit
High Value Sales
Agent Behavior High High
Agents are in a habit, not to pitch for high value plans Presuming sale opportunity will be lost , We are guiding the Agents to use effective sale pitch and usage of rebuttals . Current defect% at 7.18% . Anticipating all the Agents pitching for Annual Plan minimum by Audits/Pitch Adherence report and floor support
100% Efforts and Provide all Sale Plans High High
Agents are being coached to provide all the possible Sale Plans to the customer
and give 100% efforts to crack sales
© 2012 IBM Corporation 24
AnalyzeMajor Category & C-E matrix
Major Cat Description Control Impact Anticipated Benefit
Zero Seller % Less Efforts High High
Current Situation at 21.95%, this percentage should be below 20%. All the Agents have been informed that they have to crake sale everyday, QA team monitors previous day calls for the agents with no sale and provide appropriate feedback
© 2012 IBM Corporation 25
Implementation Plan Improve
Description Improvement Action Plan Benefit Owner Status Artifacts
Outflow
1.Performing 100% outflow scrubbing and publishing the report on weekly basis, constructive feedbacks are being provided to all the agents to whom outflow is attributed
1.43%/$11,546.27 Quality On Going
1.Educating the agents about the attribution reasons and guiding them about making sales through providing correct information
Zero Sellers:
1.Dedicated QAs have been assigned to agents with zero sales, guiding them to crack sales using effective rebuttals, and they are provided with real-time feedback
8.52% Quality On Going
1.QA team is also auditing calls for zero seller for their team members and providing feedback on opportunity areas
Call Per Agent
1.QAs are regularly keeping track on agents with high no. of calls to ensure they are not wasting calls due to call avoidance or missing on opportunities around sales. Real time feedbacks are provided to them to ensure meeting the Net RPC targets
Reduced by 1 callAt present its at 13
calls per AgentQuality/
OPSOn
Going
High Value Sales
1.Publishing pitch adherence report to check if agents are pitching for high value sales or not
3.66% Quality/OPS
On Going 2. Agents are being coached to pitch for High value sales, QAs are
regularly taking sessions to ensure pitch compliance
Compressed (zipped) Folder
© 2012 IBM Corporation 26
Implementation Plan ImproveKey Actions ( Quality Team Perspective) Status
Weekly outflow analysis shared with the Operational stakeholders, and feedback shared with the respective defaulter , with the objective of reducing Outflow Ongoing
Dedicated QAs have been assigned to agents with zero sales, guiding them to crack sales using effective rebuttals, and they are provided real-time feedback Ongoing
QA team is also auditing calls for zero seller for their team members and providing feedback on opportunity areas Ongoing
QAs are regularly keeping track on agents with high no. of calls to ensure they are not wasting calls due to call avoidance or missing opportunities around sales. Real time feedbacks are provided to them to ensure meeting the Net RPC targets
Ongoing
Publishing pitch adherence report to check if agents are pitching for high value sales or not Ongoing
Agents are being coached to pitch for High value sales, QAs are regularly taking sessions to ensure pitch compliance Ongoing
PLA (Performance Level Approach) process to ensure agents are giving the optimal performance and meeting the specified metrics Ongoing
© 2012 IBM Corporation 27
Before – After Improve
Oct_12 Nov_12 Dec_12 Jan_13 Feb_13 MTD March_13$0
$2
$4
$6
$8
$10
$12
$14
$16
$8.12$8.98
$9.97
$12.02$12.70
$13.40
Before After
Over All Net RPC
© 2012 IBM Corporation 28
ImproveBefore – After
Oct_12 Nov_12 Dec_12 Jan_13 Feb_13 MTD March_13
$0
$2
$4
$6
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$10
$12
$14
$7.20$7.86
$10.09
$11.69 $12.07 $12.29Before After
NetGear SEM
© 2012 IBM Corporation 29
ImproveBefore – After
Oct_12 Nov_12 Dec_12 Jan_13 Feb_13 MTD March_13$0
$2
$4
$6
$8
$10
$12
$14
$16
$8.83
$10.53$9.97
$12.56
$13.82
$15.18Before After
Printer
© 2012 IBM Corporation 30
Standardize and Sustain ImprovementSL. No.
Process Description Control Point Specification Frequency Responsibility Control
Method Reaction Plan
1. Outflow Scrubbing
Refund and Chargeback and potential Outflow calls are being checked by the QA team for Feedback and Action
Through Feedback we need to reduce the outflow% (target below 10%). So that Net RPC should not get adverse affect
Weekly outflow analysis shared with the Operational stakeholders, and feedback shared with the respective defaulter , with the objective of reducing Outflow
Quality
WFM Reports /Internal Dashboard/BI real time reports
Periodic Flagging/Team Sessions/for behavior issues actions as per DG
2Zero Sellers
Audits To ensure no Agent goes without Sale.
Dedicated QAs have been assigned to agents with zero sales, guiding them to crack sales using effective rebuttals, and they are provided real-time feedback
Daily QualityWFM and Internal Quality Report
Creation of Focus Group and PIP
Process
Control
© 2012 IBM Corporation 31
Standardize and Sustain ImprovementSL. No.
Process Description Control Point Specification Frequency Responsibility Control
Method Reaction Plan
3. CPA (Call Per Agent)
QA team Audit calls for the Agents with high number of calls, to check whether calls are being utilized appropriately or not and there are no instances of call avoidance.
Through Feedback we need to reduce the outflow% (target below 10%). So that Net RPC should not get adverse affect.
Daily/Weekly Quality
WFM Reports /Internal Dashboard/BI real time reports
Periodic Flagging/For behavior issues actions as per DG
4.High Value
Sales To ensure all the Agents Pitch for High value Sales
Agents are being coached to pitch for High value sales and Shop Products, QAs are regularly taking sessions to ensure pitch compliance
Daily QualityWFM and Internal
Quality ReportCoaching and
Feedback
Control
© 2012 IBM Corporation 32
Business Impact
Business Challenge
Key Observations
Project Start Date: XXXX
Project End Date: XXXX
Project Leader: XXXXX
<XXXXXXXXXXXXXXXXXXXXXXXXXXX>
Bharti Airtel
The Client
Solution Applied
Performance Metric
BaselinePost
Improvement Cost/Unit
XXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXX.
PROJECT TITLE : XXXXXXXXXXX
XXXXX
XXXX
XXXX
XXXX
ONE PAGE STORY BOARD
© 2012 IBM Corporation 33
SIGNOFF & ARTIFACT CHECKLIST
Description StatusChampion Signoff ?Sponsor Signoff ?Mentor Signoff ?Finance Signoff ?One Page Story Board ?GB Training ?
© 2012 IBM Corporation 34