Not Just a Typist. eclerx at a Glance. Lean Six Sigma Project Increasing Representative Satisfaction Score Chat Customer Care

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1 Not Just a Typist Lean Six Sigma Project Increasing Representative Satisfaction Score Chat Customer Care eclerx at a Glance Complex Functions. We specialize in transitioning, managing and transforming complex and business facing middleware functions Deep Domain. We have deep experience and insights into best practices developed from servicing multiple industry leading clients Automate and Reengineer. We leverage our technology, analytics and industry expertise to reengineer, automate and improve functions; focusing on business outcomes and cost reduction Key Stats : Founded in 2000 $200MM revenues >9,000 employees CHAT SERVICES FINANCIAL SERVICES DIGITAL Offices in London, New York, Philadelphia, India, Silicon Valley, Austin, Dublin, Milan, Munich, Lille, Hamburg & Singapore. 2 1

2 eclerx Verticals eclerx Customer Operations Services provided to leading cable, internet and telecom providers in the US and UK Services include spend optimization, customer care monitoring & analytics, quality control on work orders eclerx Markets Specialist middle and back office support provided to world s largest banks and hedge funds Asset classes including equity, fixed income, loans, currencies and commodities supported Key services include trade documentation, reconciliations, confirmations, settlements, risk management and reference data management eclerx Digital Services provided to leading global hi-tech, manufacturing, retail, travel and leisure enterprises Services include commerce & content, data management, analytics & insights eclerx supports core business processes for its clients Accolades Analyst Recognition Service Excellence & Technology Knowledge Management & HR Practices Organization 2

3 eclerx CHAT Business Customers Client 1 4 Provide Online Resolution Customer Problems 2 Client Web Portal 3 Delivered To Chat Customer Care Understanding the Context for Project Selection Who was responsible for selecting the project? Client Leading Cable & Telecom service provider in United States eclerx Service provider for Online Chat customer care Project Approval Committee Principal (Cable & Telecom Services) Associate Principal (CTS) CFO Quality Head Project Steering Committee Product Manager (CHAT) Quality Black Belt Program Manager (CHAT) Process Manager (CHAT) 3

4 1.1.0 Understanding the Context for Project Selection What background information on the company or those who selected the project was provided to better understand the context of the project? Online Chat Customer Care business Chat Customer Care Provided for Cable services Telecom services Internet services Activities Complaint resolution Password reset Activation / deactivation of packages Cross-selling products Issue categorization eclerx Process Cable Telecom Internet About the Client Leading Cable & Telecom service provider in US Line of Business: Cable services, Telecom services & Internet services. About eclerx Chat Customer Care Provides resolution of customer issues Provide online troubleshooting through Chat for issues related to Cable services, Telecom services & Internet services Convenience for customers Drives extra revenue for the client through cross-selling products Activities Involved Troubleshooting customer issues Cross selling services Upgrade / downgrade packages Customer Satisfaction is measured through Repsat Representative Satisfaction Score Client Objective: Provide resolution for client complaints and issues and increase customer satisfaction eclerx Objective: Support our Clients to be Successful in their industry Project Selection Process How was the gap or opportunity brought into the attention of the project identification group? VOB Chat Customer care eclerx Management New vendors entering the market leading to fierce price competition. Getting additional business was becoming difficult. In-order to stay ahead of our competitors, we need to create a differentiator that would separate eclerx form other vendors in Chat customer care. Project Approval Committee eclerx Project Identification Group Discussion on Voice of Business Project Metrics Identification Project Selection Project Steering Committee 4

5 Chat Repair Project Selection Process (1/2) What was the opportunity (process improvement)? Cross Selling Services Cable Services Telecom Services Internet Services Upgrade / Downgrade packages Customer complaint resolution Cost Quality Productivity First Chat Resolution Customer Satisfaction (Repsat) Project Selection Process (2/2) What was the opportunity (process improvement)? Financial Success Increase business in Chat Customer Care Customer Provide solution to customer issues Representative Satisfaction Score (Repsat) Internal Business Streamline activities Reduce escalations Increase customer satisfaction Learning & Growth Increase process knowledge of agents 5

6 1.2.0 Project Selection Process What area of the organization had the gap or opportunity? Customer Resolve Customer Issues 2 Response Online Survey 1 Client OPPORTUNITY 3 Repsat Percentage Chat Customer Care Project Selection Process What data was generated to help select the project? What methods and / or tools were used to assess or prioritize the need for the project? Data Generated Voice of Business Critical to Quality Metrics Process Maps Methods Used Industry Analysis CTQ Drilldown Tree / Balanced Scorecard SIPOC Project Selection and Prioritization Prioritization Matrix Threat and Opportunity Matrix 4 Quadrant Matrix Repsat Percentage data Client Reports Stakeholder Analysis Stakeholder Analysis Matrix 6

7 eclerx Client Project Selection Process Why were these methods and / or tools used to select the project? Methods Used Industry Analysis CTQ Drilldown Tree / Balanced Scorecard SIPOC Why were these methods used? Chat customer care sector was analysed for developing the VOB and to identify the industry conditions and decide future focus areas for eclerx We used Balanced scorecard & CTQ Drilldown tree to identify relevant metrics in Chat customer care SIPOC helped us to list down the upstream / downstream processes within eclerx Prioritization Matrix To gauge viability of project as per eclerx project selection criteria 4 Quadrant Matrix To identify the threats and benefits of taking up Repsat improvement project Client Reports Stakeholder Analysis Matrix For project baseline data To identify key stakeholders, their level of support and measure resistance, if any Project Selection Process What goals (organizational and / or local), performance measures, and / or strategies were the project expected to impact? What was the relationship between the stated measures and perceived gap in 1.2.1? What was the problem / project objective statement that expressed where the organization wanted to be at the end of the project? Strategies / Objectives Goals Performance Measures 1. Enhanced Customer Experience 1. Resolving customer issues 2. Providing uninterrupted service to customers 1. Positive responses in survey Repsat Percentage 1. Help our clients enhance customer experience 1. Fulfill spoken, and unspoken client needs 1. Quality C What was the problem / project objective statement that expresses where the organization wanted to be at the end of the project? Improvement Opportunity Current Performance Target Repsat Percentage 78.3% >= 86% 7

8 1.3.0 Team Selection and Preparation How were the stakeholders groups identified? What or who were the stakeholder groups? Project Steering Committee Project Team Quality Team Process Owners & Agents Client SPOC Sponsor Champion Master Blackbelt eclerx defined structure (1.1.1A) Project Lead (Green Belt) Process SMEs Project Lead selected by Operations Head Process SMEs identified by Senior Process Manager Black Belt Dedicated Quality resources mapped by Program / Vertical Senior Process Manager Process Manager Agents Using detailed process flows to indicate all upstream and downstream processes within eclerx Manager Customer Service Point of contact from client org What were the Stakeholder Groups? Who were the Stakeholders? How were the Stakeholders identified? Team Selection and Preparation What knowledge or skill sets were determined to be necessary for successful completion of the project? To what extent did the existing stakeholder groups have the required knowledge or skills? What additional knowledge and skills were brought in to make the project successful? Knowledge and Skills Determined Domain / Process Knowledge Project Steering Committee Already Trained Additional Already Trained Project Team Process Owners Quality Team Client SPOC Additional Already Trained Additional Already Trained Additional Already Trained Knowledge of Chat customer care Knowledge of Process tools and systems Knowledge of Process steps NA NA NA Quality Knowledge Lean Six Sigma Methodology NA Basic Quality Tools NA Skills Leadership NA NA NA NA NA NA NA Communication Project Management NA Decision Making Conflict Management NA Team Work NA Problem Solving NA Additional 8

9 1.3.0 Team Selection and Preparation Before the project started, what specific training was done? Training Who was trained What was done? Outcome Expected Lean Six Sigma Project Team, Process Owners & Process SME s All Project team members undertook the LSS methodology training under the guidance of Black Belt mentor Conceptual knowledge of Lean and Six Sigma methods and tools Six Sigma Green Belt Project Leader, Project Team Internal 72 hours Six Sigma GB training as mandated by eclerx Quality Framework for Project Lead Understanding DMAIC framework Basic Process Training Quality Team Basic process training was given to familiarize the project team with the Chat process and the overall business scenario Understanding the steps followed in Chat process Conflict Management Project Team, Quality Team & Process Owners Basic training was conducted to enable the team to resolve issues that might arise in any of the project phases Team s ability to resolve any internal issues which may arise during the course of the project Project Management Project Team & Quality Team Project Management tools and methodology training was conducted for Project Lead and Project team members Project Management basics and tools Team Selection and Preparation Before the project started, what was done to prepare the team to work together effectively? Task Project kick-off meeting with Sponsor / Champion Project kick-off meeting with project team and process owners Project plan shared with team distribution list created Common repository for project documentation created using SharePoint Objective An initial meeting with the sponsor / champion was conducted to reiterate the project goals and get a formal sign-off on the same An initial meeting with the project team along with the project lead was conducted for expectation setting and explaining the role of each team member in the project A Project Gantt chart was created detailing steps for each project phase, their expected completion dates and tollgate review dates. We created a common distribution list with all project stakeholders so that no team member is missed out when sending communication For storing all documentation related to the project to be referred to during the project and future reference purpose 9

10 1.3.0 Team Selection and Preparation What roles and expectations were determined ahead of the project? Role D M A I C Project Sponsor A A A A A Project Champion A A A A A Project Lead M M M M M Team Member M M M M M Quality Head I I I I I Blackbelt R R R R R Client SPOC I I I I I Approver Resource Member Informed Approval of team decisions outside their charter / authorities, i.e. sponsor, business leader Resource to the team, one whose expertise, skills, clout is needed Member of team, within the authorities and boundaries of the charter Interested party, one who will need to be kept informed on direction, findings Role Project Sponsor Project Champion Project Lead Team Member Quality Head / Master Blackbelt Project Mentor / Blackbelt Expectations of the role Oversees that process improvement projects are aligned to company s business goals and strategies Ensure that right team members are selected for the project Gets buy-in from other stake holders in the company / client Approves any financials that are required for completing the project Acts as a subject matter expert for the process and guides the project team from time to time Supervises the project team and assists in decision making Validates low control high impact factors identified in the project can be taken forward for solution Green Belt resource responsible for driving the improvement project Ensure data availability for analysis Follow Project Management timelines and ensure timely completion of each phase Highlight / Call out any challenges that may arise in the project and require guidance from project sponsor/champion Contribute with process knowledge and expertise during the project Provide helping hand to Green belt for data gathering and analysis Contribute during brainstorming sessions in identifying causes and solution gathering Oversees organization wide quality initiatives Reviews and approves viable Six Sigma projects taken up in the organization Provide guidance to Black belt with their expertise during project phase Mentors with expertise in Six Sigma, Lean and other process improvement methodologies Trains Greenbelts on Six Sigma methodologies prior to project initiation Guides Greenbelt from initiation till completion of improvement projects Influences people decision with respect to process change management Team Selection and Preparation What deadlines and deliverables did the team have to consider ahead of actually starting the project? High Level DMAIC Deliverables TOLLGATE TOLLGATE TOLLGATE TOLLGATE TOLLGATE Define Focus Group Measure Focus Group Analyze Segmentation Improve Multi-Voting Control Feasibility study 1-Nov-16 to 22-Nov Nov-16 to 19-Dec Dec-16 to 23-Jan Jan-17 to 28-Feb-17 1-Mar-17 to 28-Apr-17 Project Selection and Prioritization Project Charter (with approval) SIPOC / Process Flow Identify and prioritize possible Xs (Cause and Effect Analysis) Control and Impact Analysis Data Collection Plan Identify and Validate Vital Xs (Data / Process Door Analysis) Root Cause Identification Generate Possible Solutions Prioritize and Pilot Solutions Validate and justify solutions Implementation of Solutions Process Control Analysis Quality Net Saving calculations Monitoring and Response Plan Institutionalize and Sign-off 10

11 1.3.0 Team Selection and Preparation Before the project started, what team routines, including communication, were established? What Team Routines? How? Responsibility Frequency Project Plan shared in common SharePoint location Update all project documentation An alert triggered to all stakeholders with any change in the project plan Project Lead / Black Belt Need Basis The project documentation for each phase to be completed and update to be mailed to the entire project team Process Owners Weekly Huddle All team members to meet once a week to discuss project status Project Lead Weekly Tollgate Reviews By end of each phase, tollgate review was scheduled with Sponsor / Champion / Client SPOC Project Lead / Black Belt On phase completion On phase completion Minutes of Meeting MOMs to be circulated to all project stakeholders for every meeting Project Lead As per meeting schedule Sign-off Procedure All key decisions / changes to be signed off by Sponsor / Champion via Project Lead / Black Belt Need Basis 2 Current Situation and Root Cause / Improvement Opportunity Analysis 11

12 2.1.0 Key Measures Expected of the Project What specific goals and / or measures was the team trying to achieve with the project? What additional potential benefits, other than the specific goals and / or measures, was the project expected to impact? A Primary Goal: To improve average Repsat percentage by 10% Project Timeline: November 2016 to April % Repsat Percentage 86% B 83% Additional Benefits 1 Increase in First Chat Resolution 2 Reduction in AHT 3 Reduction in customer escalations 78.30% 78% Nov-16 Nov-16 Dec-16 Jan-17 Jan-17 Feb-17 Mar-17 Mar-17 Apr-17 May-17 Project Timeline Possible Root Causes / Improvement Opportunities What methods and / or tools were used to identify possible root causes / improvement opportunities? Why were these methods and / or tools selected (to identify possible root causes / improvement opportunities)? Tools used Process Maps Why were these methods used? To understand the as-is process steps followed To understand the involvement of upstream and downstream teams in the process To identify if there were any loops in the process Brainstorming To identify all possible causes for low Repsat with help of Process SMEs and team members Fishbone Diagram To organize the ideas we collected during brainstorming session into categories The categories were: People, Measurement, Material, Method, Machine & Mother Nature Client Internal Reports Audits The output of internal audits by quality auditors was used to identify areas where errors were frequently occurring They also provided an understanding of any gaps in the current process Check Sheets To identify common mistakes 12

13 2.2.0 Possible Root Causes / Improvement Opportunities How was the team prepared to use these methods and / or tools (to identify possible root causes / improvement opportunities)? Tools used How was the team prepared to use these tools Who was trained How was the team prepared? Duration Expected Outcome Process Maps Project Team Process Owners Process SME s Trainings were conducted on How to make process maps 3 hours The participants were expected to be able to make process maps without much external help Brainstorming Project Team Process Owners Agents Trainings were conducted on different types of brainstorming and the code of conduct in a brainstorming session 1 hour The participants would be able to participate and generate maximum factors in brainstorming sessions Fishbone Diagram Project Lead Process Owners Training was conducted on how to group causes into different categories and make a Fishbone diagram 1 hour The participants would be able to make Cause & Effect diagrams at the end of training Internal Audits Project Lead Process Owners Auditors team Multiple trainings were conducted on how to identify potential process gaps from audit reports 1 hour Participants would be able to identify process gaps by analyzing audit reports Check Sheets Project Lead Process Owners Training sessions on identifying common mistakes and using Pareto charts to identify relevant mistakes were conducted 1.5 hours Participants would be able to identify common mistakes by analyzing internal check sheets Possible Root Causes / Improvement Opportunities What data was generated and how was the data analyzed to identify the possible root cause / improvement opportunities? What were the possible root cause / improvement opportunities? Possible Improvement Opportunities Process Maps Brainstorming Fishbone Diagram Internal Audits Check Sheets Data generated Detailed process maps for each process / sub-process performed in Chat List of all possible causes for Low Repsat. Categorization of all possible causes into 5 categories Error reports Common mistakes Missed steps Analysed through Process map analysis The process maps were analyzed for any apparent wastes in the system Logical validation X1-Correct Alternatives not used by agent X2-Issue in understanding problem faced by customer X3-Agent failed to explain efficiently X4-Delay in responses and dead air on chat X5-Missing Chat calibration X6-Agents skip feedback for real time solutions from portal X7- Knowledge gap for new scenarios X8- Challenge for new scenarios & updates X9-ITG utilization X10-ITG compliance X11-Tool / Technical Issues X12-Authentication process X13-VOC report moved form Support Soft to data link-unable to get live VOC scores X14-User left the chat in between X15-Unable to authenticate / CDV Verification Failed X16-Unauthorized user X17-Out of scope scenarios X18-Chat disconnection X19-Disconnected account X20-Zero conversation chat X21-Tool issue ACSR not working X22-Language barrier System gets hanged X23-Support Soft Issue - Latency 13

14 2.3.0 Final Root Causes / Improvement Opportunities What methods and / or tools were used to identify the final root cause(s) / improvement opportunities? Why were these methods and / or tools selected to identify the final root causes(s) / improvement opportunities? Tools used Why were these methods used? Control Impact Matrix To identify the High Control High Impact causes from the list of all possible causes VSM To identify the significant process door factors from the list of all process door factors Pareto Analysis To prioritize the top 20% factors 5 Why Analysis To identify the root causes Final Root Causes / Improvement Opportunities How was the team prepared to use these methods and / or tools to identify the final root causes / improvement opportunities? Tools used How was the team prepared to use these tools Who was trained How was the team prepared? Duration Expected Outcome Control Impact Matrix Project Team Process Owners Training was conducted on how to rate the causes on 2 parameters- Control & Impact and form a Control-Impact matrix 1 hour The participants would be able to rate the causes on Control & Impact without any ambiguity in meaning VSM Project Team Process Owners Training workshop was held on VSM and the participants were given practice sessions on doing a VSM for a process 6 hours The participants would be able to make a VSM analyze the waste and make a future state VSM for a process Pareto Analysis Project Lead Process Owners An introduction was given regarding Pareto analysis and why it is used 0.5 hours The participants will be able to identify the vital few from the trivial many 5 Why Analysis Project Lead Process Owners Process SME s A training on hoe to perform 5 Why analysis was conducted 0.5 hours The participants would be able to participate and arrive at the root causes during the 5 Why analysis 14

15 2.3.0 Final Root Causes / Improvement Opportunities (1/2) What data was generated and how was the data analyzed in order to identify the final root causes / improvement opportunities? (1/2) What are specific examples of data analysis that led to the final root cause? Control Impact Matrix All possible causes that lead to a low Repsat percentage Control Impact scoring was done by Project Lead, Process Owners and Team Leaders Data door / Process door High Control High Impact causes Data door / Process door classification High Control High Impact causes Correct Alternatives not used by agent Issue in understanding problem faced by customer Agent failed to explain efficiently Delay in response and dead air on chat Agents skip feedback for real time solutions from portal Knowledge gap for new scenarios Challenge for new scenarios & updates Low ITG Utilization VOC scores not available on real-time basis Data Door Correct Alternatives not used by agent Issue in understanding problem faced by customer Agent failed to explain Efficiently Delay in response and dead air on chat Low ITG Utilization Process Door Agents skip feedback for real time solutions from portal Knowledge gap for new scenarios Challenge for new scenarios & updates VOC scores not available on real-time basis Final Root Causes / Improvement Opportunities (2/2) What data was generated and how was the data analyzed in order to identify the final root causes / improvement opportunities? (2/2) What are specific examples of data analysis that led to the final root cause? Value Stream Mapping Process door factors Listing of Process Xs Validation of possible Xs RCA done on validated possible causes Pareto Analysis Data door factors The data was analysed using Pareto diagram in Minitab and causes that contributed to 80% of defects were selected 5 Why Analysis Data door and Process door causes 5 Why analysis Process door cause: Knowledge gap for new scenarios VOC scores not available on real-time basis Data door cause: Issue in understanding problem faced by customer Low ITG utilization Knowledge gap for new scenarios Agent could not understand customer issues Low ITG utilization VOC (Repsat) scores not available on real-time basis 15

16 Percent Percent Appraiser Appraiser % C I Percent 95.0% C I Percent Percent Percent Date of study: Reported by: Name of product: Misc: Appraiser Date of study: Reported by: Name of product: Misc: Appraiser % C I Percent 95.0% C I Percent Final Root Causes / Improvement Opportunities What was(were) the final root causes / improvement opportunities? Possible Root Causes / Improvement Opportunities ( ) Analysis (Tools / Methods ) Correct Alternatives not used by agent Issue in understanding problem faced by customer Agent failed to explain efficiently Delay in responses and dead air on chat Missing Chat calibration Agents skip feedback for real time solutions from portal Knowledge gap for new scenarios Challenge for new scenarios & updates ITG utilization Tool / Technical Issues Authentication process VOC report moved form Support soft to data linkunable to get live VOC scores User left the chat in between Unable to authenticate / CDV Verification Failed Unauthorized user Out of scope scenarios Chat disconnection Disconnected account Zero conversation chat Tool issue ACSR not working Language barrier system gets hanged Support Soft Issue Latency ITG compliance Control Impact Matrix Value Stream Mapping Pareto Analysis 5 Why Analysis Final Root Causes Knowledge gap regarding new scenarios Agent could not understand customer issue Low ITG utilization VOC (Repsat) scores not available on real-time basis Final Root Causes / Improvement Opportunities How were the final root causes / improvement opportunities validated? What evidence showed that the final root causes / improvement opportunities were validated prior to solution development? Root Causes What was analyzed Results Assessment Agreement Knowledge gap regarding new scenarios and updates Knowledge gap regarding new scenarios The test showed significant knowledge gap for some agents Within Appraisers Appraiser vs Standard Attribute Agreement Analysis Assessment Agreement Agent could not understand customer issue Understanding of agents relating to problem area Classification of issues into sub-issue types by agents The test showed significant difference between appraisers and standard Within Appraisers Appraiser vs Standard 2 Proportions Test ITG utilization Difference in Repsat for 2 groups one group with regular ITG utilization and other with 100% ITG utilization The P value was <0.05, therefore rejecting Null Hypothesis Conclusion: Repsat for agents not using ITG tool < Repsat for agents using ITG tool 16

17 PHASE DEFINE MEASURE ANALYZE IMPROVE CONTROL Week Starting Activities Start Date End Date Gather VOC data 1-Nov 4-Nov Define the Business Case 7-Nov 15-Nov Understand Stakeholders 15-Nov 18-Nov Define Problem and Goals 18-Nov 20-Nov Develop project charter 18-Nov 20-Nov Define the Process (SIPOC) 20-Nov 22-Nov Describe the Key Customer and Process Requirements 20-Nov 22-Nov Define Tollgate Review 22-Nov 22-Nov Map As-Is State of the process 23-Nov 24-Nov Time Series Plot of Primary Metric 23-Nov 24-Nov Verify Data Quality 24-Nov 25-Nov Collect Process Data 28-Nov 5-Dec Understand Process Behavior 5-Dec 10-Dec Baseline Process Capability 11-Dec 17-Dec Conclusions / Issues / Next Steps 17-Dec 19-Dec Measure Tollgate Review 19-Dec 19-Dec Root Cause - Potential Critical X's 20-Dec 28-Dec Analyze Process Data - Identify Significant X's 29-Dec 5-Jan Root Cause validation 5-Jan 18-Jan Conclusions / Issues / Next Steps 18-Jan 23-Jan Analyze Tollgate Review 23-Jan 23-Jan Generate Potential Solutions / Future State VSM 24-Jan 28-Jan Demonstrate Potential Solutions 28-Jan 2-Feb Select & Test Best Solutions (Pilot tests) 2-Feb 25-Feb Implement Solutions w/ Action Plan 20-Feb 26-Feb Statement of Y=f(x) 26-Feb 27-Feb Conclusions / Issues / Next Steps 27-Feb 28-Feb Improve Tollgate Review 28-Feb 28-Feb Clear Indication of Improved Primary Metric 1-Mar 28-Apr Formal Control Plan - Control Methods Applied 2-Mar 3-Mar Project Approval by Champion or equivalent 25-Apr 25-Apr Discuss Financial Validation 25-Apr 26-Apr Provide Project Closure Documents 26-Apr 28-Apr Conclusions / Issues / Next Steps 27-Apr 28-Apr Control Tollgate Review 28-Apr 28-Apr Assessment & Panel Interview 5-May 5-May Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Wk19 Wk20 Wk21 1-Nov 7-Nov 14-Nov 21-Nov 28-Nov 5-Dec 12-Dec 19-Dec 26-Dec 2-Jan 9-Jan 16-Jan 23-Jan 30-Jan 6-Feb 13-Feb 20-Feb 27-Feb 6-Mar 13-Mar 20-Mar 27-Mar 3-Apr 10-Apr 17-Apr 24-Apr Wk22 Wk23 Wk24 Wk25 Wk26 Wk27 1-May Project Management Update How was the correctness of the initial project scope, deliverables, and timing confirmed (or, what changes were made)? Initial Confirmed Through Project Scope Chat Repair Logical Validation Deliverables Repsat 86% 1 Proportion Test Timelines November-16 to April-17 Gantt Chart Six Sigma Steering Committee Project Team Quality Team Process Owners Toll Gate Review + Sign-off Scope Confirmed No change Identified Project Management Update How were stakeholders involved and / or communicated with during the root cause / improvement opportunity phase of the project? Stakeholders How They Were Involved How They Were Communicated With Project Steering Committee Process Owners & Agents Participated in project steering meetings Supported by ensuring resource availability as planned Provided guidance during project discussions Actively participated in brainstorming sessions Helped project team identify possible root causes Ensured team attendance in process tests Helped with required historical data for various analysis By When Steering Committee Meetings Monthly Tollgate Meetings After each phase of DMAIC Team Connect Weekly Communication Based on project findings and validation Quality Team Project Team Conducted Quality-specific trainings Facilitated team on the use of Quality tools / methods Administered DMAIC phase implementation Facilitated process tests Managed all project documentation Assisted in creation of process flows Client SPOC Helped project team identify possible root causes 17

18 2.4.0 Project Management Update What stakeholder resistance was identified and / or addressed in this phase of the project? Stakeholder Group What Resistance Was Seen? How Was It Identified? How Was It Resolved? Project Steering Committee Process Owners & Agents Quality Team Project Team Client SPOC A few team members resisted undergoing process tests Project Team insisted timelines for conducting tests for all team members was not sufficient Discussed in weekly project meeting Discussed during planning the tests with Project team No Resistance No Resistance No Resistance Quality team explained the implication of process knowledge gap on Repsat Further support received from Champion / Sponsor to complete this activity Quality team clarified the misconception that the tests were being carried out for doing assessment The test schedule was divided in multiple shifts so that entire team could be covered within the given timeframe Project Management Update How was the appropriateness of the initial team membership and management routines confirmed (or, what changes were made)? Team Membership and Management Routines How did we Confirm Appropriateness? What Changes were Made? Initial Team Membership Stakeholder Analysis Project deadlines achieved as planned No Changes Management Routines Routine checks done on planned dates v/s actual implementation dates Feedback and support received from Sponsor / Champion Minutes of meeting published after each meeting Received sign-off on phase completion Routines administered and approved by MBB and BB No Changes 18

19 3 Solution / Improvement Development Possible Solutions or Improvements What methods and / or tools were used to identify the possible solutions / improvements? Why were these methods and / or tools selected? Tools used Structured Brainstorming Why were these methods used? This was done to identify all possible solutions for root causes Focused Group Discussions This was done to get expert opinion in generating solutions Poka-Yoke This was done in order to identify process steps in which Poka-Yoke can be used to ensure adherence to process steps Affinity Diagrams Affinity diagrams were used to group solutions in groups with similar focus area Anti-Solution The Anti-Solution method was used to identify any loopholes in the developed solutions 19

20 3.1.0 Possible Solutions or Improvements How was the team prepared to use these methods and / or tools? Tools used How was the team prepared to use these tools? Who was trained How was the team prepared? Duration Expected Outcome Structured Brainstorming Project Team Process Owners Process SME s Trainings were conducted on different types of brainstorming 0.5 hours The participants would be able to participate and generate maximum ideas in brainstorming session Focused Group Discussions Project Team Process Owners Process SME s The guidelines for Focused Group discussion were explained and expectation setting was done 0.5hour The participants would be able to participate and generate maximum ideas in the session Poka-Yoke Project Lead Process Owners A training on Poka Yoke was conducted to explain the concept and its applicability 1 hour The participants would be able to identify processes where Poka-Yoke can be used Affinity Diagrams Project Lead Process Owners A training on Affinity diagrams was conducted prior to the process of arranging the solutions into groups 0.25 hour Participants would be able to arrange ideas generated through brainstorming into different groups Anti-Solution Project Lead Process Owners A training on Anti-Solution methodology was conducted with all the participants 0.5 hours Participants would be able to generate ideas using the anti-solution technique Possible Solutions or Improvements What data was generated and how was it analyzed? Structured Brainstorming Focused Group Discussions Poka-Yoke Affinity Diagrams Anti-Solution Data generated List of all possible solutions that could be implemented to eliminate the root causes Involvement of team SMEs and technical experts to validate the possible solution All possible process steps where Poka-Yoke could be introduced in order to ensure process compliance The solutions that were validated using a future state map were then arranged into groups All possible loopholes for the generated solutions were listed How was the data analyzed? All solutions were validated by SME s A future state map was prepared to analyze the alignment and relevance of solutions The feasibility of implementing the Poka-Yoke s was checked with the software team The groups formed were analyzed through Logical Validation The loopholes were analyzed through future state map and logical validation 20

21 3.1.0 Possible Solutions or Improvements What are the possible solutions / improvements? 4 Final Root Causes 14 Possible Solutions 1. Chat audit by Process Owner to be done twice a day in order to understand process gaps and find relevant solutions 2. Automation - Internal Audit tool to be designed to audit chat sessions. The feedback of the audit will be displayed on the associate s screen. 3. PIR Team - A PIR (Performance improvement and Research) team to be formed responsible for cascading updates, conducting dip checks, BQM coaching and sharing process improvement plans at ground level 4. Identify Gaps and initiate training and involve Operations during process training. 5. Reporting - An automated mail to be published daily having associate wise ITG details. ITG compliance to be measured on all audits and feedback to be shared 6. Workflow Tool - Changes to be made in Workflow tool to display process updates on login page. 7. Live Audits - Audit of all chats having a survey linked to them to be done at an interval of 30 minutes by Team Leaders. Feedbacks are shared with the associates and live scores are tracked 8. Coaching Tool - Additional features to be added in Workflow tool that clubs all the DSAT reason with issue types and display the DO s and DON T s. The Workflow tool should also display the coaching on top 3 repeated reasons and issue types done by agents. 9. Remedial Training This is a daily activity and coaching is given to selected associates on issue types identified through audits for better issue understanding. 10.Coaching - Changes in scripts to be made. Coaching on How to say no to a customer to be given to agents 11.Scripts - Agents to be trained on use of proper hold statements and helping scripts to reduce dead air on chat 12.Workflow Tool All the chats where ticket is raised are captured in the tool, agent has to enter the ticket number else the entry will not be completed. Hourly mismatch report to be shared. 13.Every individual to use the template for self help, shared features & summarization 14.In training, mock chats to be included for enhancing awareness for chat handling on different scenarios Possible Solutions or Improvements What evidence showed that the solutions / improvements identified were possible instead of final? Solution Identification and Prioritization Technical Consultation SME Validation Example: Changes in scripts is a viable option but not implemented due to the cost and time involved Solution Identification and Prioritization Sr. No. Influence Root Cause Solution Identified Ease of on Execution Project Y 1 R1 2 R1 3 R2 4 R1 5 R4 6 R2 7 R1 Chat audit by Process Owner to be done twice a day in order to understand process gaps and find relevant solutions. Automation - Internal Audit tool to be designed to audit chats. The feedback of audit will be displayed on associate s screen. PIR Team - A PIR (Performance improvement and Research) team to be formed responsible for cascading updates, conducting dip checks, BQM coaching and sharing process improvement plans at ground level Identify Gaps and initiate training and involve Operations during process training. Reporting - An automated mail to be published daily having associate wise ITG details. ITG compliance to be measured on all audits and feedback to be shared Coaching - Changes in scripts where for easy explanation was made. Coaching on How to say no to a customer" was given. Live Audits - A half hourly audit is done daily in which supervisors checks all the surveys (CSAT and DSAT) from support soft. Feedbacks are shared with the associates and live scores are tracked Cost Involved To Be Implemented? Owner ETA Impact Difficult High Medium Yes eclerx It will help identify issues regarding new 15 Feb scenarios and implement corrective action It will address problem Medium High Medium Yes eclerx of ITG Compliance and 10 Feb reduce issues related to recent updates Medium High Low Yes eclerx 15 Feb Low Low Low Yes eclerx 10 Feb Low High Low Yes eclerx 10 Feb High Medium High No eclerx NA Difficult High High Yes eclerx 20 Feb issues related to understanding of agents will be solved by proper training Process gaps would be identified on proactive basis It will increase the ITG compliance It will give agents live VOC scores 21

22 3.2.0 Final Solutions or Improvements What methods and / or tools were used to identify the final solutions / improvements? Why were these methods and/or tools selected? Tools used Why were these methods used? Pugh Matrix Pugh Matrix was used to narrow the list of solutions and identify the best solutions Solution Identification & Prioritization Solution Identification & Prioritization was used to prioritize and eliminate non feasible solutions from the list of possible solutions Future State Value Stream Mapping Future State VSM was used to analyse the alignment and relevance of solutions generated by the team Pay-off Matrix Pay-off Matrix was used to identify implementable solutions based on risk and payoff Final Solutions or Improvements How was the team prepared to use these methods and / or tools? Tools used How was the team prepared to use these tools? Who was trained? How was the team prepared? Duration Expected Outcome Pugh Matrix Project Team Process Owners Process SMEs The team was given a brief on why this methodology is being used and how to use a Pugh Matrix to rate solutions 0.5 hour The participants would be able to use Pugh Matrix for analyzing solutions Solution Identification & Prioritization Project Team Process Owners Process SMEs The team was taught how to rate different solutions on 3 parameters - cost, ease of implementation and the impact on the project 1 hours The team would be able to prioritize solutions based on their impact on the project and the cost involved Future State Value Stream Mapping Project Lead Process Owners A training on How To Create Future State Maps for a process was conducted 2 hours The participants would be able to create future state maps for a process Pay-off Matrix Project Lead Process Owners Process SMEs A training and practice session was conducted 0.5 hours The participants would be able to make a pay-off matrix 22

23 3.2.0 Final Solutions or Improvements How were the methods or tools used to determine the final solutions? What was the final solution? List of 14 possible solutions Solution Identification & Prioritization Future State VSM Pay-off Matrix Pugh Matrix 9 Final solutions 12 Solutions 11 Solutions 11 Solutions List of Final Solutions FS1 - Chat audit by Process Owner to be done twice a day in order to understand process gaps and find relevant solutions FS2 - Internal Audit tool to be designed to audit chat sessions. The feedback of audit will be displayed on the associate s screen FS3 - A PIR (Performance improvement and Research) team to be formed responsible for cascading updates, conducting dip checks, BQM coaching and sharing process improvement plans at ground level FS4 - An automated mail having associate wise ITG details to be published daily. ITG compliance to be measured on all audits and feedback to be shared FS5 - Audit of all chats having a survey linked to them to be done at an interval of 30 minutes by Team Leaders. Feedback is shared with the associates and live scores are tracked FS6 - Additional features to be added in the Workflow tool that clubs all the DSAT reason with issue types and display the DOs and DON Ts. The Workflow tool should also display the coaching on the top 3 repeated reasons and issue types done by agents FS7 - Changes to be made in Workflow tool to display process updates on the login page. FS8 - Agents to be trained on the use of proper hold statements and helping scripts to reduce dead air on chat FS9 - All the chats where ticket is raised to be captured in the tool, agent has to enter the ticket number else the entry will not be completed. An hourly mismatch report to be shared Final Solutions or Improvements How were the final solutions validated? Number Final Solutions SME Validation Future State VSM Pilot Testing Statistical Validation FS1 Chat audit by Process Owner to be done twice a day in order to understand process gaps and find relevant solutions FS2 Internal Audit tool to be designed to audit chat sessions. The feedback of audit will be displayed on the associate s screen FS3 A PIR (Performance Improvement and Research) team to be formed for cascading updates, conducting dip checks, BQM coaching and sharing process improvement plans at ground level FS4 An automated mail having associate-wise ITG details to be published daily. ITG compliance to be measured on all audits and feedback to be shared FS5 Audit of all chats having a survey linked to them to be done at an interval of 30 minutes by Team Leaders. Feedback is shared with the associates and live scores are tracked FS6 Additional features to be added in the Workflow tool that club all the DSAT reasons with issue types and display the DOs and DON Ts. The Workflow tool should also display the coaching on the top 3 repeated reasons and issue types done by agents FS7 Changes to be made in the Workflow tool to display process updates on the login page FS8 Agents to be trained on use of proper hold statements and helping scripts to reduce dead air on chat FS9 All the chats where ticket is raised to be captured in the tool, agent has to enter the ticket number else the entry will not be completed. An hourly mismatch report to be shared 23

24 Power Power Final Solutions or Improvements (1/2) What evidence showed that validation was performed prior to implementation? 1 Proportion test for statistical validation of FS8 & FS Power Curve for Test for One Proportion Alternative Proportion Minimum sample size required for confirming 14% DSAT from baseline of 21.7% is 264 at power value of Sample Size 264 A ssumptions A lpha 0.05 Hy pothesized p 0.14 A lternativ e > How was the sample collected? A group of agents was selected These agents were given a training for 8 hours on proper use of hold statements & helping scripts Agents were given instructions to use ITG for all chats and ensure 100% ITG utilization The sample was collected for 5 days Results Dissatisfied response X: Number of dissatisfied responses N: Total number of responses Ho: The DSAT percentage is 14% Ha: The DSAT percentage is > 14% Since the P value is greater than 0.05, we accept the null hypothesis Final Solutions or Improvements (2/2) What evidence showed that validation was performed prior to implementation? Pilot Test for validating FS1, FS2, FS5, FS8 & FS9 How was the pilot test conducted? A group of agents was selected Random chats were selected by a process owner and audited twice a day Feedback from the audit was displayed on the workflow tool for each agent The chats with a survey linked were audited every 30 minutes and feedback was given to agents regarding their live Repsat scores Additional features that showed DOs & DONTs along with the top 3 reasons for DSAT were added to the workflow tool The Repsat scores of the Pilot test were compared with the Repsat scores of other agents Power Curve for Test for Two Proportions Sample Size 422 A ssumptions A lpha 0.05 Proportion A lternativ e < Minimum sample size required for confirming 14% DSAT from a baseline of 21.7% is 422 at power value of 0.95 Dissatisfied response Proportion X: Number of dissatisfied responses N: Total number of responses Ho: DSAT % Pilot test DSAT% of group Ha: DSAT % Pilot test < DSAT % of group Since the P value is less than 0.05 we reject the null hypothesis. 24

25 CONTROL IMPROVE ANALYZE MEASURE DEFINE Final Solutions or Improvements What additional potential benefits were anticipated from the final solutions? Were the additional benefits anticipated prior to implementation? Additional Potential Benefits Customer Increase in First Chat Resolution FCR Escalations Client Reduction in customer escalations Competitive edge over other chat service providers for getting additional business These benefits were anticipated before implementation as increase in Repsat will have a direct impact on these parameters Final Solutions or Improvements What data was generated and analyzed to justify implementation? What evidence showed that justification was performed prior to implementation? Data Generated Pilot test was conducted for all solutions to be implemented The Repsat scores for all agents involved in Pilot test was collected How was it analyzed The Repsat scores for all agents involved in Pilot test were compared with the Repsat scores of the group not involved in Pilot test using the 2 Proportion Test. The test results showed that DSAT percentage for Pilot test group was significantly lower than DSAT percentage of other agents PHASE Week Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Wk19 Wk20 Wk21 Wk22 Wk23 Wk24 Wk25 Wk26 Wk27 Starting 1-Nov 7-Nov 14-Nov 21-Nov 28-Nov 5-Dec 12-Dec 19-Dec 26-Dec 2-Jan 9-Jan 16-Jan 23-Jan 30-Jan 6-Feb 13-Feb 20-Feb 27-Feb 6-Mar 13-Mar 20-Mar 27-Mar 3-Apr 10-Apr 17-Apr 24-Apr 1-May Activities Start Date End Date Gather VOC data 1-Nov 4-Nov Define the Business Case 7-Nov 15-Nov Understand Stakeholders 15-Nov 18-Nov Define Problem and Goals 18-Nov 20-Nov Develop project charter 18-Nov 20-Nov Define the Process (SIPOC) 20-Nov 22-Nov Describe the Key Customer and Process Requirements 20-Nov 22-Nov Define Tollgate Review 22-Nov 22-Nov Map As-Is State of the process 23-Nov 24-Nov Time Series Plot of Primary Metric 23-Nov 24-Nov Verify Data Quality 24-Nov 25-Nov Collect Process Data 28-Nov 5-Dec Understand Process Behavior 5-Dec 10-Dec Baseline Process Capability 11-Dec 17-Dec Conclusions / Issues / Next Steps 17-Dec 19-Dec Measure Tollgate Review 19-Dec 19-Dec Root Cause - Potential Critical X's 20-Dec 28-Dec Analyze Process Data - Identify Significant X's 29-Dec 5-Jan Root Cause validation 5-Jan 18-Jan Conclusions / Issues / Next Steps 18-Jan 23-Jan Analyze Tollgate Review 23-Jan 23-Jan Generate Potential Solutions / Future State VSM 24-Jan 28-Jan Demonstrate Potential Solutions 28-Jan 2-Feb Select & Test Best Solutions (Pilot tests) 2-Feb 25-Feb Implement Solutions w/ Action Plan 20-Feb 26-Feb Statement of Y=f(x) 26-Feb 27-Feb Conclusions / Issues / Next Steps 27-Feb 28-Feb Improve Tollgate Review 28-Feb 28-Feb Clear Indication of Improved Primary Metric 1-Mar 28-Apr Formal Control Plan - Control Methods Applied 2-Mar 3-Mar Project Approval by Champion or equivalent 25-Apr 25-Apr Discuss Financial Validation 25-Apr 26-Apr Provide Project Closure Documents 26-Apr 28-Apr Conclusions / Issues / Next Steps 27-Apr 28-Apr Control Tollgate Review 28-Apr 28-Apr Assessment & Panel Interview 5-May 5-May 25

26 CONTROL IMPROVE ANALYZE MEASURE DEFINE Project Management Update How was the correctness of the initial or updated project scope, deliverables and timing confirmed? PHASE Week Starting Activities Start Date End Date Gather VOC data 1-Nov 4-Nov Define the Business Case 7-Nov 15-Nov Understand Stakeholders 15-Nov 18-Nov Define Problem and Goals 18-Nov 20-Nov Develop project charter 18-Nov 20-Nov Define the Process (SIPOC) 20-Nov 22-Nov Describe the Key Customer and Process Requirements 20-Nov 22-Nov Define Tollgate Review 22-Nov 22-Nov Map As-Is State of the process 23-Nov 24-Nov Time Series Plot of Primary Metric 23-Nov 24-Nov Verify Data Quality 24-Nov 25-Nov Collect Process Data 28-Nov 5-Dec Understand Process Behavior 5-Dec 10-Dec Baseline Process Capability 11-Dec 17-Dec Conclusions / Issues / Next Steps 17-Dec 19-Dec Measure Tollgate Review 19-Dec 19-Dec Root Cause - Potential Critical X's 20-Dec 28-Dec Analyze Process Data - Identify Significant X's 29-Dec 5-Jan Root Cause validation 5-Jan 18-Jan Conclusions / Issues / Next Steps 18-Jan 23-Jan Analyze Tollgate Review 23-Jan 23-Jan Generate Potential Solutions / Future State VSM 24-Jan 28-Jan Demonstrate Potential Solutions 28-Jan 2-Feb Select & Test Best Solutions (Pilot tests) 2-Feb 25-Feb Implement Solutions w/ Action Plan 20-Feb 26-Feb Statement of Y=f(x) 26-Feb 27-Feb Conclusions / Issues / Next Steps 27-Feb 28-Feb Improve Tollgate Review 28-Feb 28-Feb Clear Indication of Improved Primary Metric 1-Mar 28-Apr Formal Control Plan - Control Methods Applied 2-Mar 3-Mar Project Approval by Champion or equivalent 25-Apr 25-Apr Discuss Financial Validation 25-Apr 26-Apr Provide Project Closure Documents 26-Apr 28-Apr Conclusions / Issues / Next Steps 27-Apr 28-Apr Control Tollgate Review 28-Apr 28-Apr Assessment & Panel Interview 5-May 5-May Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Wk19 Wk20 Wk21 1-Nov 7-Nov 14-Nov 21-Nov 28-Nov 5-Dec 12-Dec 19-Dec 26-Dec 2-Jan 9-Jan 16-Jan 23-Jan 30-Jan 6-Feb 13-Feb 20-Feb 27-Feb 6-Mar 13-Mar 20-Mar 27-Mar 3-Apr 10-Apr 17-Apr 24-Apr Plan Actual Wk22 Wk23 Project deliverables completed as per planned dates Wk24 Wk25 Wk26 Wk27 1-May Toll Gate Review + Sign-off Six Sigma Steering Committee Project Team Quality Team Process Owners Software Team Addition in Scope: Software Team On-boarded Project Management Update How were the stakeholders involved and communicated with during the solution phase of the project? Stakeholders Project Steering Committee Process Owners & Agents Quality Team Project Team How they were involved Reviewed progress of the team Provided support by getting software team onboard Process Owners in bringing up solutions and ideas during Brainstorming, Affinity diagram Team Leads and Process Managers in Multi-voting, Payoff Matrix, Pilot tests Conducted Quality specific trainings Facilitated team on use of Quality tools / methods Administered DMAIC phase implementation Coordination in Solution Generation phase, Analysis of Pilot test results Assisted with Training Need Analysis and Team Competency Mapping review BY Steering Committee Meetings Tollgate Meetings Team Connect Communication How Communicated WHEN Monthly After each phase of DMAIC Weekly Based on project finding and validation Client SPOC Provided feedback on feasibility of solution implementation Software Team Provided technical guidance on process automation Modified the Workflow Tool Built the Audit Tool 26

27 3.3.0 Project Management Update What stakeholder resistance was identified / addressed in this phase of the project? Stakeholder Group What Resistance? How Identified? How Resolved? Project Steering Committee No Resistance Process Owners & Agents Agents showed resistance towards process changes The resistance was identified during the Pilot test as the agents needed constant supervision to ensure they follow the new process The Process owners were kept in loop before implementation of any improvements and a sign-off was taken after the Pilot test Quality Team No Resistance Project Team No Resistance Client SPOC No Resistance Software Team No Resistance Project Management Update How was the appropriateness of the initial or updated team membership and management routines confirmed (or, what changes were made)? Team Membership and Management Routines How did we Confirm Appropriateness? What Changes were Made? Initial Team Membership Stakeholder Analysis Project deadlines achieved as planned Software team added to project scope Management Routines Routine checks done on planned dates v/s actual implementation dates Feedback and support received from Sponsor / Champion Minutes of meeting published after each meeting Received sign-off on phase completion Routines administered and approved by MBB and BB No Changes 27

28 4 Implementation and Results Verification Stakeholder Considerations in Implementation How were stakeholders involved in planning the solution / improvement implementation? How were stakeholders involved in implementing the solution / improvement? Stakeholders Project Steering Committee Process Owners & Agents How were stakeholders involved in planning the solution implementation Sponsor ensured availability of all resources Champion: Liaised with departments to get required support & approvals Helped in troubleshooting various process changes How were stakeholders involved in implementing the solution Sponsor / Champion: Change agents to make the improvements a part of the process During implementation the Process owners supported the project with ensuring availability of agents during trainings on new process Quality Team Ensure team readiness for usage of various Quality tools Facilitated solution planning sessions Helped with statistical validation and justification of implemented solutions Project Team Project team was involved in planning the phase-wise implementation plan The Project team helped in monitoring the phase-wise implementation plan and helped during change management Client SPOC Pilot test results were discussed with the client SPOC before full scale implementation Supported us by providing access to information on chats that had a survey linked to them Software Team The solutions that required changes were discussed with the software team for feasibility The software team was responsible for making changes in the existing software 28

29 4.1.0 Stakeholder Considerations in Implementation What was done to anticipate resistance before it occurred? Sign-offs for Each Phase sign-offs were taken from stakeholder for each important decision taken in the project. This was also followed for tollgate reviews and solution implementation plan Tollgate Reviews Tollgate reviews were conducted with project Sponsor / Champion and Master Blackbelt after completion of each phase Stakeholder s concerns were thoroughly discussed during reviews Pilot Test Feedback was taken from agents that were a part of the Pilot test. This was used to anticipate resistance during full fledge implementation Stakeholder Analysis Stakeholder Analysis was conducted For each stakeholder, we tried to anticipate where and what phases of the project could be resisted Stakeholder Considerations in Implementation What types of resistance were actually encountered during the course of solution / improvement implementation? How was the actual resistance identified? Stakeholder Group Actual resistance encountered How was the actual resistance identified Project Steering Committee Process Owners & Agents No resistance Training and Bottom Quartile Improvement activities consumed bandwidth of the agents Audit of random chat sessions by Process Owners was consuming excessive bandwidth No resistance Quality Team No resistance No resistance Project Team No resistance No resistance Client SPOC Software team Access to information on chat sessions having a survey link was not given the client initially The deadline for making new audit tool to keep record of all audit findings for chat sessions was not being met The attendance for Training sessions and Bottom Quartile Improvement sessions was poor The number of audits of chat sessions by Process Owners was decreasing Initially the client resisted to providing information on chat sessions that had a survey linked The timelines for software changes was not met 29

30 4.1.0 Stakeholder Considerations in Implementation How was the actual resistance addressed? How did the team know it was successful in addressing the resistance? Stakeholder Group What resistance was identified How was the resistance addressed How was the success confirmed Process Owners & Agents Client SPOC Software team Poor attendance in Training and Bottom Quartile Improvement activities Audits of chat sessions was not regularly done by Process owners Access to information on surveyed chat sessions was not provided by client The deadline for making new audit tool to keep record of all audit findings for chat sessions was not being met Process owners were requested to ensure agent s availability during the trainings Conducted multiple training sessions Champion intervention Attendance for Bottom Quartile Improvement sessions was monitored and increased in upcoming sessions Number of entries by Process Owners in the audit tool increased Sponsor / Champion intervention Access to information was provided by client Sponsor intervention Ensuring revised timeline was met Stakeholder Considerations in Implementation What was the evidence of stakeholder group buy-in? What evidence showed that buy-in was obtained prior to implementation? MOM for Weekly Project Review Meeting MOM Implementation plan 30

31 4.2.0 Solution / Improvement Implementation What processes or systems were changed or created to implement the solution / improvement? Latest Updates Displayed on Workflow Tool Live Repsat Scores Every 30 Minutes Trainings by PIR Team (Use of Hold Statements, Process Updates) Bottom Quartile Management Trainings (BQM) and Monitoring Feedback Top 3 DSAT Reasons Displayed on Workflow Tool Solution / Improvement Implementation What systems were changed or created to measure and manage the performance of the implementation? ITG Utilization New metrics added to daily reports ITG Utilization BQM performers Repsat scores tracked VOC (Repsat) Agent wise tracking for ITG utilization 31

32 4.3.0 Project Results What were the results? How did the results compare to the specific project goals / measures from item 2.1.1? What additional benefits were realized from the project? Results 100% 90% 80% 79.40% Project Initiation 77.40% 77.20% 77.60% 79.30% 80.70% Monthly Repsat Project Completion 84.70% 86.20% 86.50% 87.10% 87.60% 87.20% 70% Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Repsat% (VOC) Target Additional Benefits AHT & FCR% Project Initiation Project Completion Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 88% 84% 80% 76% 72% Metric Pre Post Improvement (%) AHT (in min) % reduction FCR % % increase Escalation (%) 2.04% 1.07% 47.5% reduction Project Results How did the team measure any of the additional benefits that were soft? Soft Savings Increase in NPS score of Client Increase in customer base for client Streamlining of training activities Increased process knowledge of employees Development of Team work and improved belongingness Measured Through Client feedback Client feedback Improved process of training Measured through reduction in errors due to the following causes Correct alternatives not used & Failed to explain efficiently 32

33 4.3.0 Project Results How do the actual additional benefits that were realized compare to the expected additional benefits identified in item 3.2.4? Additional Potential Benefits (3.2.4) Actual Benefits Increase in First Chat Resolution Customer Increase in First Chat Resolution by 6.5% Reduction in customer escalations Client Reduction in customer escalations by 47.5% Increase in customer satisfaction Increase in NPS score Competitive edge over other chat service providers for getting additional business Additional business from same client Increase in headcount by 30% Reduction in AHT by 17% Improved process for training 5 Sustaining and Communicating Results 33

34 5.1.0 Sustaining Results Over Time What was done to make sure the process or system changes made during the implementation (4.2.1.) continued to be followed? System Changes Sustenance Plan Monitoring and Response Plan Change Management Refresher / BQM Process Training Fortnightly Audits Process Checklists Project Lead Process Owner PIR team Project Lead / Blackbelt Process Owner Sustaining Results Over Time What evidence showed that this became part of the organizations culture / operating strategy? Repsat Percentage ITG Utilization 86.50% 87.10% 87.60% 87.20% 88.23% 87.89% 91.59% 89.19% Apr-17 May-17 Jun-17 Jul-17 Apr-17 May-17 Jun-17 Jul-17 Coaching Tool Feedback Tool 34

35 5.1.0 Sustaining Results Over Time What was done to make sure the benefits obtained from the implementation (Item ) will be maintained? Daily Tracking and Reporting of Repsat, FCR and AHT Data This was initiated for the team to keep a check if a process variation occurs. The project lead was responsible to carry out an RCA if any deviation was noticed Standard Operating Procedure These were revised to include the new process steps to be followed by the team. The SOPs were saved on a SharePoint Document Library which made it easier for process team to access Training & Development Training & Development was a major focus area in the new process. The PIR team was responsible for conducting all activities related to training. As per the new process, all Agents need to clear assessments before going on floor Sustaining Results Over Time What evidence showed that this became part of the organizations culture / operating strategy? Daily MIS Updated SOP with the updated workflow Live Feedback on Workflow Tool Live Repsat Scores mail Mail for BQM Trainings Conducted in May-17 35