Proprietary and ConfidentialJuly 30, 2014 - 1 -
Reduction in Average handle Time (AHT) for Service desk project
Name & Employee ID of the Team Members:
Pavithra Dhanabal , Love Gaur , Jayaraju Wundri Gundra & Pallavi Panda.
Project ID:102988
Account Name: RBC
Executing BU: IMS
Project Start Date: March 2013
iEvolve iLSS Green Belt Project Case Study
Proprietary and ConfidentialJuly 30, 2014 - 3 -
Business Case Description: iGATE technical Help desk provides services for an esteemed client. The different Business Units (BU) for the
client are classified into different client base .Each stream has pre-defined skill sets where the calls are routed (Appendix
A).Stream 1 consists of callers from the client base Branch who directly impact the revenue for RBC. 26.5% of the
transactions are carried out in Stream 1 .Hence reducing the Average handle Time (AHT) for Stream 1 Business unit will
have a positive feedback on the Help Desk.
Specific problem Statement: In reference to the graph below , there were multiple related SLA (Appendix B) that were
impacted when there were peaks in Stream1 AHT. Hence reducing the AHT of Stream 1 by optimizing the processes in
Stream 1 call handling will influence the overall AHT .
Note: Branch client base will be referred as Stream 1 in this presentation.
Impact : Focus on identifying the right AHT and identifying processes that will impact the AHT for Stream 1. There is also an
impact to the overall Gross margin for iGATE.
MonthActual
FTEGOS
Stream 1 Calls
Answered
Oct-12 36 71.37% 12997
Nov-12 32 72.03% 12198
Dec-12 37 84.11% 10442
Jan-13 32 89.96% 13838
Feb-13 30 79.01% 12922
Mar-13 35 84.54% 13440
978
837806 812 811
784
4 4
1
0
2
1
0
1
1
2
2
3
3
4
4
5
600
650
700
750
800
850
900
950
1000
Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13
Old Batch Target AHT SLA Missed
Proprietary and ConfidentialJuly 30, 2014 - 5 -
Project CharterProject Name : Reduction in Average handle Time (AHT) for a Service desk project Date: 01-March-13
Project Objective To reduce the Average handle Time for Stream 1 from 784 seconds to 700 seconds by 31-Oct-2013.This
will have a positive impact on the overall AHT of the service desk facilitating us to meet the multiple
other SLA incorporated along with it.
Expected Annualized Savings (USD) $13,608.00( cost savings on account of reduction of FTE )
Project Scope In Scope: AHT for Stream 1
Out of Scope: AHT of other Streams (Stream 2, DBI & Dexia).
Other tiers in TSC (Incident Management team )
Stream 1 transition team is excluded from this as they have a transition phase of 4 weeks since the
date they go live.
Project Schedule Team Members and other Resources
Project Identification 01-March-2013 Champion Mudit Chowdhry
Define 01-March-2013 MBB Manish Mehta
Measure 15-April-2013 BB Pearl J. Pereira
Analyze 28-June-2013 GB Pallavi Panda
Improve / Design 30-July-2013 GB Pavithra Dhanabal
Control / Verify 31-Oct-2013 GB Love Gaur
Close 31-Oct-2013 GB Jayaraju Wundri Gundra
Team members Viswanath Ravindran.
Other Resources: Transactional Quality team, Analyst from Stream 1,2 and 5.
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 7 -
Details of Saving Estimation
Savings to the Project can be directly related to Grade Of Service (GOS) which is an SLA and directly related to the FTE required to
handle the volume.
As indicated in the graph below, we will be able to save 6 resources by reducing the AHT by 84 sec
Savings for 6 FTE is 6(FTE)* 9(working hrs.)*21(Working days)*12(months)*5.6 (cost/hr offshore)= $13,608.00
Other benefits:
Resource Optimization
Customer Satisfaction as resolution is faster
Actual AHT 784
Proposed AHT 700
Reduction in AHT 784-700= 84 sec
Reduction in AHT by 15 sec = Reduction in 1 FTE
Total FTE Saved Reduction in AHT / Reduction in AHT per FTE = 6 FTE
D M A I C
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Project CTQs
Key QuestionsWhich customer name/ groups are the primary focus for this project?Ans. Stream 1 Line of Business encompassing the Branch and Mobile users.
Which CTQ (s) will be the primary focus for this project?Ans. Average handled time on call with Branch users.
D M A I C
Customer Name/ Group
VOC Gathering Method
Key VOCs CTQDefine the measure – How exactly the CTQ will be
measured
Royal bank of Canada as a Customer & Internal Management.
Project Review Meeting.
TSC Agents unable to resolve issue quickly.
Average Handle Time.
AHT is measured in seconds. Avaya report will provide the details of Average handle Time daily and will measure it as Grade Of Service (GOS). The Work Force Management (WFM) team will forecast the manpower requirement on the basis of the AHT trending with the current and past AHT details.
AHT is calculated as SUM PRODUCT(AHT, No. of calls)/SUM(No. of calls)
Proprietary and ConfidentialJuly 30, 2014 - 9 -
SIPOC & High Level Process Map
HIGH LEVEL PROCESS MAP :
Suppliers Inputs Process Outputs Customers
RBC
Employees
Incoming Call through Avaya.
Process description: Process of taking call. Closing the call and forecasting the resource requirement
The call duration recorded in the Avaya Report.
RBC Employees
Process Map:Please refer :Slide 10
D M A I C
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High level Process Map of TSC Call Flow
HIGH LEVEL PROCESS MAP ON CALL FLOW
Start
Call opening
Paraphrase the issue
Ownership
Problem Determination
Verification Required
Search for PRP in KB
Issue resolved
Escalate ticket
Problem Gathering
SupportedIssue
Perform Logical Troublshooting step
NO
YES
YES
NO
Direct the user to theconcerned department
RBC Application?YES
NO
NO
YESVerification Procedure
End of call
D M A I C
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Performance Standards for the project
Clarify Data CTQ Performance standards
Clarify Data CTQ Performance StandardsCTQ Measure Data Type
CTQ Performance CharacteristicsSegmentation Factors (Xs)
LSL USL Target Allowable DPMO
Average handle Time
Continuous NA NA 700 secs NA
•Month Wise•Day Wise•LOB Wise•Shift wise•Skillset Wise•Application Wise•Training Batch wise•Team Wise•Interval & Day Wise•Resource Skills Level
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 13 -
Data Collection Plan
Data Collection Plan
Define What to measure
Define How to measureWho will do
itSampling Plan (if applicable)
CTQ MeasureMeasurement or test
methodData Collection
MethodPerson (s) assigned
WhatWhere/
WhoHow Many
When
Average Handle Time
Take data from the Avaya CMS portal for Skill sets Branch & Branch Mobile and compute the AHT for Stream 1
Automated through the Avaya CMS
Love Gaur NA NA NA NA
Findings during review of the data collection plan:
1. The Avaya CMS tool used to retrieve AHT for agents in the Stream 1 skill does not have the ability to provide individual transaction wise AHT for the transactions recorded under both the Branch and Branch Mobile Skill set.
Recommendation:
The True AHT for the individual transactions can be obtained in 2 steps:
The AHT of Top issues identified can be obtained by identifying the Transaction from the HP SM7 tool.
Based on the Open time of the transaction from HPSM, a search has to be run in VERINT to obtain the actual AHT of that transaction
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 14 -
Data Collection/ Checksheet
Data collection template is automated through Avaya CMS portal.
Sample Data collected for the period Oct ‘12–March’13
Sample Data to be used for project
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 15 -
New batch Impact on Stream 1 AHT
Inference:
The AHT of the Stream 1 transition team has a huge impact on the overall Stream 1 AHT. The graph above depicts the same.
Analysts who get trained in Stream 1 will be in learning phase for the first 4 weeks and it is expected from them to have high AHT. Their AHT will impact the overall AHT, hence excluding it from the AHT analysis.
1000
863812 812 811
788 775
978 837 806 812 811 784 749
1223
976
893
817871
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
600
700
800
900
1000
1100
1200
1300
Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13
Overall Old Batch New Batch Impact
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 16 -
Measurement System Analysis (MSA)
D M A I C
Data Collection through Avaya CMS
All the calls are recorded in the Avaya CMS. This data is downloaded in an excel format and Siebel reports.
Data is collected for different segmentations as mentioned in previous slide .
Accuracy Check
• The Avaya CMS tool that provides the data need not be tested as this tool is provided by Avaya and pulls the call details real time.
• There is a very high confidence level on the tools accuracy considering the usage and analysis done on the data.
• The tool could also not be tested due to the sensitive nature of customers business.
Key Questions
Q. How will you ensure the data
being collected is accurate and
unbiased?
The tool allows for automated
report generation. Hence there is
no scope for bias.
Q. What are the areas of possible
bias or system errors?
None.
Q. Have the Reproducibility &
Repeatability aspects of the data
collection process been assessed?
Yes, the portal has been tested by
both MIS members and the test
result provides identical data set.
Q. Are data collectors properly
trained?
Yes, The MIS team member
responsible for gathering data has
been trained and equipped well
with Avaya CMS tool.
Proprietary and ConfidentialJuly 30, 2014 - 17 -
Data Analysis- Capability Baselining
• Baseline: Zst = -2.03 Zlt -3.53
• Targeted Z = -2
For Continuous Data
USL LSL Sample Mean Sample Std. Dev ZST ZLT
700.00 849.00 73.41 -2.03 -3.53
Z VALUE CALCULATOR
Ent er t he U pper
Spec. Limit here
Ent er t he Lower
Spec. Limit here
Ent er t he calculat ed
Sample M ean here Ent er t he calculat ed
Sample St d . D ev. here
D M A I C
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Normality test for AHT before the project
850840830820810800790780
99
95
90
80
70
60
50
40
30
20
10
5
1
Before
Pe
rce
nt
Mean 816.5
StDev 13.88
N 4
AD 0.531
P-Value 0.065
Normality test for AHT before the projectNormal
Inference: The analysis of the AHT before the project shows that it is normal as the P>0.05.
D M A I C
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Analysis on High Call Drivers – JFM ‘13
Top SCIMS 2 to 8 mins 8 to 12 Mins 12 to 20 mins 20 to 30 mins More Than 30 Mins Total of Stream 1 Calls
DESKTOP\LAPTOP 15.45% 17.65% 17.43% 18.19% 20.66% 16.85%
SOFTWARE 55.49% 55.43% 54.08% 48.75% 48.35% 54.00%
SYSTEM ACCESS 16.10% 16.63% 14.65% 12.50% 16.12% 15.56%
WINDOW SETTINGS 11.64% 8.10% 7.94% 5.31% 3.10% 8.88%
APPS_BRANCH \ SALES PLATFORM 4.34% 6.96% 7.09% 4.60% 10.33% 5.81%
NONE 98.68% 99.45% 98.57% 99.38% 94.63% 98.45%
FREEZING 1.32% 0.55% 1.43% 0.62% 5.37% 1.55%
HARDWARE \ DESKTOP 4.44% 5.56% 6.03% 6.85% 6.02% 5.30%
MSR 72.70% 66.20% 66.11% 66.80% 56.74% 68.04%
CIT 13.84% 18.98% 18.53% 18.67% 22.70% 17.17%
MONITOR 8.02% 8.33% 9.89% 7.47% 9.22% 8.54%
PRINTING \ SOFTWARE 3.41% 4.25% 4.08% 5.03% 3.76% 3.88%
NONE 69.81% 71.82% 76.64% 75.14% 82.95% 73.09%
FAX 27.32% 24.85% 19.00% 21.47% 13.64% 23.53%
MFU 2.87% 3.33% 4.05% 3.39% 3.41% 3.31%
INSTALLATION 0.00% 0.00% 0.31% 0.00% 0.00% 0.07%
HARDWARE \ PRINTERS 2.40% 4.17% 4.73% 6.51% 6.32% 3.83%
MFP 36.93% 34.57% 32.26% 30.13% 46.62% 35.17%
NONE 23.74% 21.91% 21.77% 18.34% 14.86% 21.14%
RECEIPT 15.83% 18.21% 21.77% 30.13% 14.19% 19.87%
PASSBOOK 16.79% 19.14% 20.16% 17.47% 17.57% 18.32%
LASER 6.47% 6.17% 3.76% 3.49% 4.73% 5.10%
INKJET 0.24% 0.00% 0.27% 0.44% 2.03% 0.40%
PRINTING \ INSTALLATION 3.75% 4.09% 3.19% 2.73% 1.66% 3.49%
NONE 99.54% 99.06% 98.80% 96.88% 94.87% 98.97%
HP 3052 DRIVER 0.46% 0.94% 1.20% 3.13% 5.13% 1.03%
Total 33.80% 42.68% 42.55% 43.90% 48.74% 39.16%
Inference:
The table above indicates the high AHT contributors based on the number of calls recorded in HP SM7. By focusing on the above call
categories, we are catering solutions to 39% of the overall call volumes handled in Stream 1. (Complete set of call distribution is attached in the file beside).
The purpose of analysis is to identify the count of long calls contributing from the high call drivers and hence it has been categorized under different time intervals for us to focus on opportunity areas
Perception based Analysis to be performed to identify the cause for the high AHT in the above call categories is included in the Slide 21.
D M A I C
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Prioritizing causes perception based:
Fish Bone Analysis
Action Plan from the Fish Bone Analysis:
Some of the solutions which are easy fix are in the next slide
Solution for the cause which have a border has already been reviewed and relevant solutions identified.
There are other solutions which require further analysis are to be take up as individual action items in the upcoming slides.
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 23 -
Low Hanging Fruits
Impact of the implemented solutions:
Since the time of the start of the project in March 2013 till June 2013. The above solutions has helped the project team to be able to reduce the AHT.
The AHT for Stream 1 to be closely monitored for further progress.
S.N
o
Low Hanging Fruit (Solution) Impacted Cause Implementation
date
Status
1
2
3
4
5
6
Real Time Monitoring
a. Calls above 600secs to be addressed by TL/SME by
supporting the agents on live calls.
b. TL’s watching over the queue closely.
Review of Long calls
a. Previous day calls over 1800 sec are shared with TL’s to
be reviewed and find opportunity areas
b. Top 5 reasons for the long calls are identified and the
agents are coached.
Access for WJA granted for all TL / SME / QA to support
agents:
All support staff to include the access for WJA which has a
very high dependency on calls.(Printer calls where the
agent have to ping L2 to get it fixed)
Timely Feedback & Tracking:
A new feedback tracking mechanism in place as timely
feedback has impact on the agent’s performance /
Knowledge level increasing AHT.
Training and coaching:
More real time scenarios covered in Training to help them
probe better on calls
Agents Opportunity
Agents fail to learn new updates and applications from KB.
Addresses opportunities towards Agents Opportunity
where unnecessary step / Unable to find the PRP.
Addresses continuous feedback opportunity noticed.
This also will serve as a feedback to the Training
team which can accordingly make changes in
Training. (To be part of the Control measure)
Address the issues under the category Process where
it requires L1 to seek L2 help to fix in the call. After
the access is distributed L1 can now approach to all
support staff.
This addresses issues under category Training &
Coaching. All Feedback and coaching is now
centralized.
This addresses the category Training and coaching.
Training plan is now updated to have more mock
calls and mock ticket creation. Also MOCK call is
now a part of final assessment to ensure agents are
probing well on calls
All the new updates and changes in processes are
cascaded in the daily team huddle to ensure that
agents are up to date on critical process
01-Apr-2013
01-Apr-2013
01-May-2013
10-Apr-2013
17-Apr-2013
13-May-2013
Complete
Complete
Complete
Complete
Complete
Complete
D M A I C
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Prioritising Causes – CI Matrix
D M A I C
HILC HIHC LIHC LILC
Process-Issue isolation between hardware and software takes long time
where user's intervention was required.
More real time scenarios covered in Training to help them
probe better on calls
Change requests to update KM are not been addressed timely
Clients insists agent to stay on call till the issue is resolved
Agents Opportunity - Agents failed to check Outage ticket
/communication email & Show related
Agents fail to multitask document and Troubleshoot) during calls and hence do not close the call on time.
New issues comes up which does not have any PRP and Procedures
Agent s lack navigational fluency Agents do not attempt to learn new
applications Issue isolation/Escalation metrics requires OCC /Service
Provider's intervention.
Agents Opportunity -unnecessary reboots tried
Not all solutions are migrated from RA to KM
Tools/KB - Change Requests not being addressed properly.
Agents Opportunity - Agents spend a lot of time in incorrect /
irrelevant probing
Due to high call volume SME are not able to provide floor support as they
are logged in Users do not have a phone nearby systems
Agents Opportunity-agents fail to learn from KB.
L2 wants to ensure that all the troubleshooting under the scope of
TSC(L1) is performed before escalating to PMT
Slow tools e.g. DRA,TSC PRO and tools have an inefficient search method-TSC PRO
No tracking mechanism to monitor timely feedbacks
Multiple issues on same call
L2 are not readily available to take up the master ticket
PRPs not available in a single location
L2 Ticket update procedure takes a long time.
Agents wants to resolve the issue faster and come out of the call and hence they opt for remote assistance even
before probing and understanding the issue
No access for software like WJA and hence have to depend on L2
Remote assistance tools fails while taking control and navigating users takes a long time
Proprietary and ConfidentialJuly 30, 2014 - 25 -
Call Audit Template Analysis
Need for AHT template
The template was designed to quantify the impact of all the major causes from the cause & effect analysis that are listed in the slide 25.
The many categories that were listed in the perception Analysis did not have supporting data available. To gather the relevant data an exhaustive set of checklist was created to be observed in calls.
Sample of the total calls from JFM were gathered to be analyzed.
To gain clarity, calls of different intervals of the high call drivers were monitored by the team and inference of the same will be updated in the attached template.
D M A I C
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Solutions from the Call Audit Template (Phase 1)
Inference: The complete set of inferences and solutions are attached in the sheet for reference.
These solutions are to be applied in the Improve phase and followed for the Pilot Group members.
The detailed set of solutions are attached in the file.
D M A I C
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Solutions from the Call Audit Template (Phase 2)Note: All Solutions here are dependent on RBC ESD team
S.No Solution Set Impacted Cause Implementation date Status
1
2
3
4
List of Applications where the agents can drop
out of calls.
An exhaustive set of analysis was completed to
identify the set of applications where the agents
can perform the required troubleshooting and
can drop out of the existing call. (Slide 28)
Issues related to Knowledge Base.
a. A set of pending change request that has an
impact to agents call were gathered / identified.
b. A set of solutions are identified which were
available in Right Answers are not moved to KM
now. Details are in (Slide 29)
New Application On-Boarding
Delay in Notifying TSC on new applications (A
formal process of new Application On-Boarding -
in progress) (Slide 30)
Remote Assistance Failures
a. A detailed analysis was performed (Slide 31) to
understand the impact of Remote Assistance
failure on calls.
b. Verbatim guidance to agents are provided by
the CEF team when RA fails
c. Change implemented in QA scorecard to
evaluate agents if RA is used appropriately.
Addresses opportunities towards
Category Others – Client
insisting to stay on call.
Category - Tools/Knowledge
Base
Category Training/Coaching
Category - Tools/Knowledge
Base
16-Jul-2013
27-08-2013
09-08-2013
Item a – 01-July-2013
Item b – 22-Jul-2013
Item c – the score were
changed on the 05-Jul-2013.
Complete
Complete
Complete
Complete
Note: All Solutions here are dependent on RBC ESD team
D M A I C
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1. Applications where the agents can educate and
Drop out
Inference:
The above mentioned scenarios/problem isolation takes a long time where an agent stays on call unnecessarily when the final step to either resolve the issue or isolate the problem takes a long time.
The information has to been cascaded to the agents to provide proper instructions/solutions and drop off from the call with user’s consent.
D M A I C
Find the List of applications Issues where agents can come out of calls
Microsoft Product installation
Sales Platform installation
Service platform Installation
CCU Re-entry
Try the application on other computer
Try the hardware on other computer
PRP which requires a Reboot and if that would definitely fix the issue (RBIS Trigger file/ZPR0)
Proprietary and ConfidentialJuly 30, 2014 - 29 -
2. Impact of Knowledge Base updates on
agents Calls
Change Request is a portal where we submit requests to update/create KB articles.
It was observed that lack of KB leads to increase in resolution time, consequently TSC QA team had submitted many CRs and it had not been closed on time. To mitigate this gap, we followed up with RBC ESD team to have a process in place TSC QA team followed up with the RBC ESD team to update the Knowledge base. A glance of pending change requests with priority:
D M A I C
Request Status High Low Medium
In Progress 2 4 2
Initial Submission 0 0 5
Under Review 12 13 25
Grand Total 14 17 32
The complete set of Change requests pending is as below:
Proprietary and ConfidentialJuly 30, 2014 - 30 -
3. New Application On-Boarding
One of the key aspects of a service desk is to have a clear ownership, accountability defined for new on boarding applications which will help us to provide seamless support to our clients with all the facts and data readily available which can be used for analysis, investigations and for the preparations of knowledge parks and PRP’s
With introduction of new applications TSC has always encountered a spike in terms of AHT and FCR due to lack of KB articles and PRPs.
Solutions introduced:
1. Governed by I&I team,
2. Knowledge base tracking: Quality team
3. AHT and trend analysis: Team leader
4. Tracking unknown issues & creating PRP: L2
D M A I C
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4. Analysis on Time taken during the use of Remote
Assistance Impacting AHT
The use of Remote assistance tool on a call follows procedure shown.
There are 2 scenarios that an agent encounters on a regular basis:
– RA needed and it was a success
– RA needed and it fails and agents would have to resort to navigate the caller for resolution / escalate to next level.
With a sample observation of 25 calls it takes 73.16 secs to take control.
With a sample observation of 10 calls where RA fails it takes 152.8 secs to confirm RA failed. It also takes another 952.9 secs to navigate the caller to a point of resolution / escalation.
Inference:
17% of calls did not require Remote assistance and an agent spends 109secs/call trying to take control instead of navigating the user and utilising the time.
It was observed in 5% of the calls-the problem with RA appeared after 127seconds in the call. On these calls while trying to fix the RA error 421 seconds/call was consumed but only 1% of RA issue was resolved.
D M A I C
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Solution set 1- Impact on AHT
S.No Issue SolutionsImplementation
month IMPACT
1Real Time Monitoring a. Calls above 600secs to be addressed by TL/SME by
supporting the agents on live calls.
APR'13
After implementing all the actions plans for the Quick fixes the AHT
reduced by 15 sec/month.
b. TL’s watching over the queue closely.
2Review of Long calls a. Previous day calls over 1800 sec are shared with
TL’s to be reviewed
APR'13b. Top 5 reasons for the long calls are identified and the agents are coached.
3
Access for WJA granted for all TL / SME / QA to support agents:
All support staff to include the access for QJA which has a very high dependency on calls. MAY'13
4
Timely Feedback & Tracking: A new feedback tracking mechanism in place as timely feedback has impact on the agent’s performance / Knowledge level increasing AHT.
APR'13
5
Training and coaching:More real time scenarios covered in Training to help them probe better on calls
This addresses the category Training and coaching. Training plan is now updated to have more mock calls and mock ticket creation. Also MOCK call is now a part of final assessment to ensure agents are probing well on calls
APR'13
6Agents OpportunityAgents fail to learn new updates and applications from KB.
All the new updates and changes in processes are cascaded in the daily team huddle to ensure that agents are up to date on critical process
MAY'13
D M A I C
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Solution set 2- Impact on AHT
D M A I C
Solutions from Call Audit TemplateS.No Issue Solutions Implementation date Impact
1
Agents Opportunity - Agents failed to check master ticket & Show related
To modify the Call Opening to include "To Check the previous call records" JULY'13
Along with tracking the solutions from the Low
hanging Fruit + After implementing solutions
and tracking the changes from the solution set there is a reduction in
AHT which can be looked in 2 ways:
Overall AHT(New agents+Old agents)
reduced by 52 seconds.
AHT of the old agents is reduced by 69 sec
2
Agents Opportunity - Agents spend a lot of time in incorrect / irrelevant probing
For the top call generators-probing questions set to be prepared.
JULY'13
3
Process-Issue isolation between hardware and software takes long time.
Create issue isolation questions for the top call generators.
4Agents Opportunity - unnecessary reboots tried
Agents to be coached on when reboots are necessary JULY'13
5
Process-No access to Software's like WJA and hence agents depends on L2.
Access has been given for TLs and SME for the WJA software
MAY'13
6Tools/KB-Agents spend time to search PRPs in multiple locations
Discussed with the ESD team to move PRP's to one KB - KM JULY'13
7
Agents opportunity - Agents fail to multitask/document and Troubleshoot during calls because agents get distracted by MOC chats and emails which are irrelevant on the call.
The calls audited by the QA are tracked with this information to ensure agents are not involved in email and chat sessions. AUGUST'13
8
Agents Opportunity - Agents wants to resolve faster and without probing they use RA.
Tracking mechanism in place to verify the appropriate usage of RA JULY'13
9
Tools/KB-Agents spend time to search PRPs in multiple locations
Discussed with ESD team to have a centralized KB which has the links to all the PRPs/Knowledge article.
JULY'13
Proprietary and ConfidentialJuly 30, 2014 - 35 -
Process changes
Change Requests :For any updates to be made on Knowledge base change requests (CR) should be submitted for approval from RBC. There was a delay in getting PRP/Process updated in TSC Pro as there was no turn around time for the CRs submitted. After discussion with the ESD team, RBC came up with the SLA (Based on impact and Urgency) for all change requests submitted. ESD I&I Priority and SLA def.docx
CR SLA Targets:-
Acknowledgement of the request : High: 2 Hours – Requires additional Email to ESD I&I advising why this is a high priority (To ensure we have a process in place for future calls)Medium/Low: 1 Business Day
Completion of request: High: 1 Business day when all requirements have been met & appropriate information providedMedium: 2-10 business days based on information providedLow: 5-20 business days based on information provided
D M A I C
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AHT Trend in the improvement phase D M A I C
978
837806 812 811
784749 760
712 700 696 692
4 4
1
0
2
1
0 0 0
0 0
0
0
1
2
3
4
5
600650700750800850900950
1000
AHT Stream1 Target SLA Missed
Along with tracking the solutions from the Low hanging Fruit + After implementing solutions and tracking the changes there is a reduction in AHT which can be looked in 2 ways: AHT of the old agents is reduced by 69 secNOTE : The graph above shows the reduction in AHT post implementation of solutions listed in slide 33,34 & 35
1000
863812 812 811 788 775 760
734 722 712 708
978 837 806 812 811 784 749 760 712 700 696 692600
700
800
900
1000
1100
Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13
AH
T(se
c)
Overall Old Batch
Since iLSS
Proprietary and ConfidentialJuly 30, 2014 - 38 -
Story on the Pilot Implementation:
We have identified agents from Stream 1 group of all Types basis the performance. There were 10 agents selected which is 25% of the population from Stream 1. The agents are availble in the attached sheet indicating the progress.
These agents were briefed on the project and set the expectation on their roles as team members.
The group of agents were coached on all the best practices based on the earlier analysis. The items from the solutions set were implemented by them as “Things to do” on Stream 1 Calls.
There was a constant meeting and session with the team to re-iterate the “Things to do” on calls. Challenges were posted by the agents during these contact sessions.
All the observations and feedbacks were shared for all the high call drivers.
Reviews were held constantly to discuss on the AHT results.Their AHT was tracked on a daily/weekly basis to gauge the improvement.
Success criteria for the Pilot Plan and the success rate for the Pilot Team:
The detailed success criteria and the results is attached in the Slide.
The AHT scores achieved for the Pilot Team is attached in the Slide
Implementation Plan
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 41 -
Normality test for AHT after the
project
825800775750725700675650
99
95
90
80
70
60
50
40
30
20
10
5
1
After
Perc
ent
Mean 727.6
StDev 36.37
N 7
AD 0.422
P-Value 0.225
Normality test for AHT after the projectNormal
Inference :A Normality plot was drawn for AHT after the AHT project to identify the kind of Hypothesis we should use. P>0.05 which means the data is normal post implementation of the ideas from the project.
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 42 -
Statistical confirmation using 2 Sample
t test
Interpreting the Results
Ho: States that there exists no
difference in the data samples or
may be due to chance
Ha: States that there exists a
difference between the data
samples and the difference is true
and on chance
From the statistical analysis in the
figure p=0.00.
Since p<0.05, we accept alternate
hypothesis(Ho) where there is a
difference in the mean.
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 43 -
Targeted Z value Vs. Current Z value
• Targeted Z = -2 (Slide 17)
• Current Z = -2
USL LSL Sample Mean Sample Std. Dev ZST ZLT
700.00 728.00 36.40 -0.77 -2.27
Ent er t he U pper
Spec. Limit here
Ent er t he Lower
Spec. Limit here
Ent er t he calculat ed
Sample M ean here Ent er t he calculat ed
Sample St d . D ev. here
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 45 -
Achievements
S.N. Parameters Before Target After
1Z value ( Zst) -2.03 -0.77 -0.77
2Cpk NA NA NA
3Average Handle Time for
Stream 1811 700 700
4Annualized Financial
Savings/Benefits (USD $)NA $13,608.00
D M A I C
Proprietary and ConfidentialJuly 30, 2014 - 47 -
Control Plan & Control mechanism
D M A I C
Control Suggested Action Plan Indicator Who When
Periodic Process Capability Study
Bi-Monthly checks for the process capability to be conducted for the different applications in Stream 1
To measure the volumes of the different Stream 1 application wise transactions handled.
Increase in AHTAddition of New support
Process.
QA Team & MIS
Bi-Monthly
Monthly checks for the process capability to be conducted on the FTE
for Stream 1
MIS team along with the support of the WFM team to perform check on the FTE requirements to handle Stream 1 volumes not only from the historical call volumes but also the considering
the current Stream 1 call volumes.
Miss in GOS for Stream 1Increase in stream 1 call
volumeIncrease in AHT for
Stream1
WFM & MIS Monthly
Long call Analysis with the active queue monitoring.
Ops team to perform active queue monitoring with checkpoints on the agents productivity
report.Ops team to communicate with the Support
team and the ESD team to showcase the increasing AHT on specific applications.
Increase in AHT on specific call category in
Stream 1.
Ops & QA team
Daily
Changes to Process / Checklist
New Application On-Boarding procedure to be formally signed off
with an understanding between iGATE and RBC.
To measure the AHT for all New Applications On-boarding. The High AHT contributions to be further
analyzed for Verification and Validations.
Increase in AHT for New support Process.
QA team & ESD RBC
New Application Sign
OFFTSC Support Tools & TSC Knowledge
BaseChanges to support tools to go through a formal New application On-boarding process. Impact on
AHT for the new tools to be verified.A new Volume Stream Mapping procedure to be
performed for all new Support Tools and KB changes to identify the AHT impact
Introduction of new Support Tool
QA team & ESD RBC
New Application Sign
OFF
Any new problem issue PRP's to be validated for duration to implement
on calls
New PRP's to go through a procedure to decide the cut-off for PRP time. Any PRP which are greater
than >700 secs to verified.
New PRP's taking a long time
QA team & ESD RBC
New PRP Sign OFF
Proprietary and ConfidentialJuly 30, 2014 - 48 -
Mistake Proofing
D M A I C
OBSERVATIONS ACTIONS
Tools/ KB-Agents spend time to
search PRPs in multiple locations
New and existing applications PRP's to
be avialble in one KB - KM
Agents failed to check master
ticket & Show related
The Call Opening statement has been
modified "To Check the previous call
records"
Know ledge Base not updated
Change Request SLA in place for the
new solutions/ process related changes
to be updated in the KB.
Proprietary and ConfidentialJuly 30, 2014 - 49 -
Approval & Appreciation
D M A I C
From: Chowdhry, Mudit (CWM-NR)
Sent: 2013, December, 05 7:46 AM
To: Dhanabal, Pavithra (CWM-NR); Ravindran, Viswanath (CWM-NR); Wundri Gundra, Jayaraju (CWM-
NR); Panda, Pallavi (CWM-NR); Gaur, Love Kumar (CWM-NR)
Subject: RE: PPT for iLSS AHT
This is approved and we should close this project now
…congratulations to all and very well done
Thanks,
Mudit Chowdhry | Service Delivery Manager | Technology Support Center |T. 1-866-288-4517 |
Extension: 4158
Proprietary and ConfidentialJuly 30, 2014 - 50 -
Project Milestones
Plan Date Actual Date Sign-Off date Approver
Project
Identification 01-March-2013 01-March-2013 01-March-2013 Mudit Chowdhry
Define 01-April-2013 01-April-2013 01-April-2013
Mudit Chowdhry
Measure28-June-2013 28-June-2013 28-June-2013
Mudit Chowdhry
Analyze 30-July-2013 30-July-2013 30-July-2013
Mudit Chowdhry
Improve /
Design 31-Sep-2013 31-Sep-2013 31-Sep-2013Mudit Chowdhry
Control /
Verify 31-Sep-2013 31-Sep-2013 31-Sep-2013Mudit Chowdhry
Proprietary and ConfidentialJuly 30, 2014 - 52 -
Important lessons learned
The process is very dynamic and the changes made are directly proportional to the
AHT of the calls. Hence TSC has to be always vigilant to ensure the process gap by
signing off before implementation.
The Knowledge base is created/modified by RBC and the control over the same is
less. Hence a rigorous follow up is required to ensure it is up to date to reduce
process gaps.
Analyses based on the data gathered and the causes deciphered out of the same may not have just one fix but it could be inter-related with other factors like scheduling(WFM)/Skillsets/call pattern/Call trend during peak time/Outages/Training batch.
Proprietary and ConfidentialJuly 30, 2014 - 53 -
Reusability Areas
Some of the suggestion that are available that can be used as part of a Help Desk
Environment are as below:
Live Queue Monitoring for incoming calls or tickets to the Help Desk, helps us to diagnoise
outages earlier and control the hight AHT on these issues.
Master Access checklist for the complete HelpDesk across all layers of resources is helpful in
identifying the necessary support that is required reducing the dependancy on a single group.
Managing Change Requests for all existing KB article in a tracker is essential. The tracker should
have the severity of the change request with a predefined SLA is essential to analyze the impact
of downtime.
Formalized approach for On borading New Application into support is always recommened to
assess the impact of any new application being on-boarded. This also helps in better planning of
all related activities around the change. Failing to do this most likely results in scope creep in the
support project.
Proprietary and ConfidentialJuly 30, 2014 - 55 -
Analyze :
Tools used:
Cause and effect Diagram – Identification
Control IMPACT metrics-Prioritization
• Write Identified root cause
Identified high call drivers
Process gaps
Knowledge base inconsistency
Agent’s opportunity- Probing skills
Tools inconsistency
Slide 22 & Slide 24
Improve:
• Actions Taken –
Real time Queue monitoring
Analysis on long calls
Fixed process gaps for the high call drivers
Fixed Knowledge base
Identified inevitable scenarios
Applied all the ideas in the pilot team and this has shown a
considerable improvement and hence applied the same to all the
analysts.
Slide 33 & slide 34
Define & Measure :
• Business Case: The different Business Units (BU) for the client
are classified into different client base .Stream 1 consists of callers
from the client base Branch who directly impact the revenue for
RBC. 26.5% of the transactions are carried out in Stream 1 .Hence
reducing the Average handle Time (AHT) for Stream 1 Business
unit will have a positive feedback on the Help Desk
• .
• CTQ Base lined : AHT. Before the start of the project, the CTQ
was 784 sec
• Estimated Savings : $13,608.00(On account of FTE)
Results & Control :
• CTQ Achieved : The overall AHT has been reduced to 84 sec
for the Stream 1 client base.
• Actual Savings : $13,608.00(on account of FTE)
• Control Mechanism Deployed :
Ensure to check the new PRP’s are checked to ensure it
does not contribute to the overall AHT.
SLAs created for the CR’s to ensure the Knowledge
base is up to date.
Monthly checks for the process capability to be
conducted on the FTE for Stream 1
Slide 48
To reduce the AHT of Service desk
Pavithra Dhanabal Love Gaur Kumar Jayaraju Wundri Gundra