Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.

1. Lean project on
Improving Sales, Service and Quality across all
domains of Direct banking Centre
A Mashreq Bank – Case study
09.10.2011
1

2. Introduction
About Mashreq
Mashreq has provided banking and financial services to millions of customers and businesses since 1967.
We are one of UAE's leading financial institutions with a growing retail presence in the region including Egypt, Qatar, Kuwait and
Bahrain.
We focus on providing our customers access to a wide range of innovative products and services.
Mashreq is invariably among the highest performing banks in the region. Last year we recorded a Net Profit of AED 803 million
from a Total Operating Income of AED 4.4 billion over the same period. At the end of last year our Total Assets stood at AED
84.8 billion.
Our branch network extends across the UAE with one in every two households in the UAE banking with us. We also have
customer service centers in key retail locations and one of the largest ATM networks in the country. We also have 12 overseas
offices in nine countries, including Europe, US, Asia and Africa.
Vision Customer focused
To provide our customers the most rewarding banking We act in the interest of our customers, seeking to exceed their
relationships expectations
Mission Transparent and fair
Being relationship based We are clear, concise and open in all our communications, and
Delivering superior service treat customers and our colleagues with fairness, respect and trust
Being the primary bank to our customers Progressive
Being the Employer of Choice We are fast, agile and constantly think of ways to enhance
Values customer experience
We are on a constant journey towards service Bold
excellence, developing innovative new products and We challenge established practices and take smart risks
financial solutions. Anticipating your needs and providing Individually Responsible
you with new opportunities, convenience and peace of We each take responsibility for the quality of our work, the success
mind, stem from our core beliefs. of the bank and delivering the brand promise to each customer
Teamwork, cooperation and responsiveness drive the
way we work and form the basis of our core values 2

3. Project Charter
The Business Case:
• Ten years ago Mashreq moved to reinforce its position as a customer centric bank; the
moved warranted a front end that would be inline with latest technological trends, yet
retaining a personal touch. The call center took form with this focus at heart; the system
design was to provide a central contact point for all service inquiries and complaints.
• The objective is to improve system integration, automate processes, increase customer
interaction, to meet higher quality standards and ultimately to become the benchmark
of the industry. The goal is to move from “Good to Great”
• As a part of overall bank’s strategy to lean entire organization,DBC being front end
customer centric was scheduled in initial wave of the overall project in Jun-2011.
3

4. Project Charter
Our key objectives are to improve customer experience and
increase sales
Objective Description
▪ Improve first call resolution
Improve ▪ Reduce agent variability
customer ▪ Improve skills levels
experience ▪ Reduce hold time during call
▪ Make IVR more user friendly
▪ Use flexi team to manage service levels
Increase ▪ Invest capacity created in outbound sales activity
through flexi team
Sales
• Capacity creation through
― Scheduling
― Migration to IVR
― Skills improvement
― Call guides
― Process improvement (CRM utilization, KMS
enhancement, follow-up via SMS)
4

5. Project Charter
Project Timelines : DBC pilot wave was structured along 5 well defined
steps starting 15-Jun-11
Wave plan
1 2 3 4 5
Bootcamp Diagnostic Design Plan Roll-out
4 days 2-3 weeks 2-3 weeks 1 week 6 weeks
Description
Subsequent
1 Attend training course covering key Lean principles and waves consist
practical exercises on diagnostic tools and design of 1 week mini
diagnostic and
5 weeks Roll-
2 Diagnose area following 5 lenses approach, as trained in out
boot-camp (e.g.., overall process efficiency, process maps)
3 Design future state solutions (e.g.., performance boards,
process improvements)
4 Develop implementation plans for roll-out (for branches,
develop network wide roll-out approach)
5 Implement solutions with team on the ground
5

6. Project Charter
Project Team: Roles & Responsibilities
Names Role Responsibility
Somnath Menon – Group Project Super Sponsor To provide support for the project in terms of
Head Operations resource. Review tollgates, remove roadblocks and
provide approval for next phase
DMG – Decision making Forum Established To collectively provide support for the project in
Goup with senior decision terms of resource. Review tollgates, remove
makers across roadblocks and provide approval for next phase
relevant functional
areas (e.g.
Operations, IT, HR
etc)
Anindo Bhattacharya Project Owner To provide overall project leadership and guidance
Aditya A Senior Lean Lead Project Mentor
Leonard Fernandes DBC Service Manager Lead project, arrange for resources
Kamruddin Q, Shera M Lean team members Facilitate project in terms of structured approach,
analysis & use of quality tools
Mohammed Desouky / Team member -DBC Provide input & support execution
Donna
6

7. Project Charter
Critical to Quality – CTQ - Base lining
DBC overall performance is within target but there is scope for
improvement in AHT & Quality
Target
DBC Key Performance Indicators
4 Line Actual Target
Service
level1 82 80
Percent
Aband-
on rate 5 5
Percent
TS score
Percent 74 70
Top3 box
Quality
score 2 76 80
Percent
AHT
362 270
Seconds
1 Service Level = % of calls answered within 20 seconds
2 Quality score is an internal service level KPI and is driven by DBC management. Overall score calculated as per call qualit y
team check
SOURCE: DBC MIS, PBA report Mar11 to Jun11
7

8. Project kick of meeting
Agenda Present Project charter to Project sponsor for approval,
Introduction to project team
Presented by Lean team
Reviewed by Super Sponsor along with Decision making group
Present Project team
Date 10 June 2011
Outcome Agreement on Project Charter Authorization to move to
diagnostic Phase
8

9. Diagnostic phase
MEASURE
+
ANALYSE
9

10. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours

11. Diagnostic
VOICE OF THE CUSTOMER
Quick turn around time, accuracy and IVR navigation
are key areas of focus from the customer’s perspective
Critical areas of focus from
Key priority areas for the customer1
customer perspective
Importance
Unit of measure
2A Ease of navigating phone
2B banking
High
2D
2A 2D Ease of transferring to PBA
4D on IVR
2C
2E Speed of completing the
4B Average performance on
2E transaction
all questions above 7.5
and below 8.5 4B Ability to provide accurate
information
Medium
4C 2C Functions and services
available on phone banking
2B Clarity of information
received
4A Being polite and courteous
4C Showing a willingness to help
4D Communicating in a clear and
4E easy to understand manner
4A
Low
4E Proactively offering other
products and services
0 7,5 8,0 8,5 9,0 9,5 10,0
Performance
1 Based on regression analysis of overall customer satisf action with phone banking with key dependent
variables including voice and non voice (IVR) satisf action criteria. Mashreq Gold has been excluded f rom
the analysis as data sample size not large enough
SOURCE: DBC Transaction survey 2011 YTD, Team analysis 5
11

12. Diagnostic
IVR connection time cited as most common dissatisfier by
customers
Customer satisfaction scores Breakdown of dissatisfiers
Percent Percent
Satisfied Neutral Dissatisfied
(Rated 8-10) (Rated 4-7) (Rated 1-3)
1 Long time to connect to PBA 30
2 Poor PBA knowledge 17
Gold-
27% 3 Difficult to navigate IVR 13
24 4 Customer put on hold 8
5 PBA not profesional 2
2 Gold-9%
6 PBA didn‟t keep promise 2
74
Gold-64% 7 No comments 28
Total 100
Sample size 723
Customer comments on IVR and PBA
IVR related 1 3 PBA related 2 4 5 6
▪ The process in the initial stage is very long ▪ At times, the phone banking staff are not able to
▪ Connecting time with representative is high and give solutions to the customer problems
slow compare to other bank ▪ The call centre representative takes a long time to
▪ Holding period is high and option is also lengthy understand the customer‟s problem
▪ Complicated automated option ▪ The customer service did not call back as promised,
▪ IVR not giving correct option they do not follow up
▪ Difficult to reach PBA
SOURCE: Transaction survey result – Jul-10 to May-11
12

13. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours

14. Diagnostic
PROCESS EFFICIENCY
A Agents have 19% idle (wait) time PILOT TEAM
Percent
100 Benchm ark
14 Effective tim e
5 81
7
Effective time
8 66 of 47%
60
19
7
5 35
Paid leave Ab- Log in Break MeetingUtilized Idle Hold ACW Active Effective
time1 sence time time Talk time
time benchmark
Utilized time of 66% at par with McKinsey
benchmark of good performance (69%),
however, high overall effective time lower than
international benchmark
1 Excludes weekend leaves
SOURCE: PBA report data Jun-11, McKinsey benchmark including: Barclays, Credit
Agricoles, Deutsche, DZ, CS, UBS, Fortis, HBOS, HSBC, Rabobank,
Soc Gen
14

15. Diagnostic
PROCESS EFFICIENCY
Significant opportunity (~8% of capacity) to migrate calls
onto IVR
Monthly volume Opportunity to
migrate1 (percent)
Credit card
25 50000
bill payment
 Opportunity to
Transaction migrate simple
25 25000
inquiry transactions to IVR
 Increase customer
satisfaction by
MOL activation 10 10000 avoiding customer
referral to MOL and
IVR for payments
Blocking captured
50 2000
/stolen card
1 Opportunity to migrate based on discussions and preliminary brainstorming with DBC pilot team
SOURCE: DBC MIS, Team analysis
15

16. Diagnostic
C AHT improvement of 7% can be achieved by reducing staff
AHT variability xx% Improvement
opportunity
AHT across agents by quartile
Agent by quartiles Unit Target = 270 ▪ AHT performance vary
substantially across Agents,
ranging from 241 to 525
seconds
Quartile 1 277 ▪ Increasing sharing of best
practices, such as standard call
guides, coaching and process
Quartile 2 327 confirmation can support
reducing this gap
-14%
▪ Moving quartile 3 and 4 to
Quartile 3 373 average will increase capacity
-17% by ~7% post process
improvement
Quartile 4 438 ▪ Moving all quartiles to target of
270s will reduce AHT by ~31%
Ø 353.75
SOURCE: DBC KPI perf ormance report Apr-11 to May-11, pilot team
16

17. Diagnostic
Process Efficiency
Quality scores can be improved by reducing variation
between parameters
Score
Improving scores on
Cross sell, migration &
knowledge will
increase Inbound
Quality score by 11%
SOURCE: DBC MIS, PBA report
39
Average Quality report – Mar-11 to May-11
17

18. Diagnostic
PROCESS EFFICIENCY
C Exclusive use of CRM could reduce number of screens used
by agent through systems integration
DBC average monthly volume – only 17% of transactions logged in CRM
Volume transactions logged at DBC
CRM-Inquiry
Cancellation 53% CRM-Maintenance
Cancellation Charge 39%
Reversal Activation 27% …Scope for reducing list of
2,50 systems used by DBC
4 Tin Generation 8%
EPP 6%
System Scope
17% Captured 6%
▪ Sys Family Yes
Tin Reset 6% ▪ Banc 24 Yes
▪ Intranet/KMS/MOL Yes
▪ Select Partly
▪ Vectus Partly
83% CRM-Complaint ▪ Excel Partly
▪ CTS web tbc
▪ Mimick tbc
Banc 24-Inquiry ▪ Postilion tbc
Card Feature 19% ▪ Outlook tbc
Card –Bill Payment 16% ▪ Vipra tbc
▪ SFE Leads tbc
Transaction Enquiry 12%
Casa Features 10%
Dead + Call Transf erred 8%
SOURCE: CRM + Banc24 volume f rom Mar-11 to May-11
18

19. Diagnostic
PROCESS EFFICIENCY
30% of calls received in IVR are abandoned at various
points due to poor navigation
Eliminated
Welcome Menu xxxxxx
Location prioritized
17.3% xx%
Percent calls
Select Language abandoned
22 1 For Arabic 2 61 English
For 3 For Hindi 16 % Volume %
0.9%
Status of application
76 Existing Mashreq Mobile banking
1 8 2 for loan, Credit card 7 3 Banking products 2 4
customer services
or account
Mashreq banking Card
65 1 4 2 2 3 Block card
services activation
5.1% GSM Landline
1
0.4% or Internet bill
71 0 Speak to agent 1 Etisalat bill 2.1%
Recharge
2
WASEL account
27 1 Balance 1.2% 2 DEWA bill
Comprehensive
3 Credit card structure
2 Last 3 trans. 0.2% 1 1 3 SEWA bill
bill payment
11 Payments and Utility bill 1%
3 10 2 4 ADDC bill 1 Pay bills
account transfer payment
3 Mobile activation Account 0.2% Recharge
4 3 5 DU bill 2
code transfer mobile bill
More trans., TIN
5
change, Cheque book 0.3%
More on balance Credit card-auto Order a cheque
1 2 Change TIN 3 4
and transactions payment option book
Account or credit Last 5 30 account trans- Last credit card
1 2 3 4
card details transactions actions by fax statement by fax
SOURCE: DBC IVR data, MIT 0.1%
45% of the calls are verif ied through IVR
19

20. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours

21. PERFORMANCE MANAGEMENT
Diagnostic
Scope to improve performance management on all dimensions
KPI definition 1 = Poor
▪ Clear accountability of KPIs 5 = Good practice
▪ Main KPIs exists but no clear
cascade of top level KPIs to staff
Corrective actions level Reporting formats and
▪ Root cause of problems not frequency
addressed ▪ Formats are standardized and
▪ Corrective actions are not clear
tracked systematically 5
▪ Daily service level, interval,
sales and PBA report helps
close monitoring of team
4
Performance review
3
▪ Performance meetings not Data collection, report
held regularly production
2
▪ Informal discussions around
targets missed but no focus ▪ Data and report storage
1 standardized and well
on performance gaps
▪ Room for improvement in organized
structuring meetings (agenda, ▪ No SOPs for formal data
roles, inputs, outputs) collection procedures
Improvement planning
▪ Quality score to identify areas
of improvement on a monthly Target setting
basis ▪ Clear targets are set around
▪ Balancing metrics in place, but productivity, quality,
long term sustainable transaction mistake,
improvement plan not in place punctuality and sales
1 Chart incorporates weighted average survey response of 5 pilot team Agents and
calibration against benchmark
SOURCE: Perf ormance Management Survey
21

22. Diagnostic
Existing performance boars do not consistently cover unit
KPIs and performance Table shows, Name of DBC
Electronic screens are visible and Boards showing top agent, ID, Activity being
track PBA performance in real-time performer amongst the 1 done and agent stat. Online
but don’t show trending team data updated every 5 sec.
Table shows, Name & ID of
DBC agent, in call status, NR
4 3 5 6 2 reason and time in state.
Online data updated every 3
sec.
1 2 Call offered, answered, call in
3
wait and maximum call wait
4 for Gold and whole DBC
respectively.
Top performer in terms of
5 6 Quality and cross sales
Visible boards showing best PBA, 1 st Visible boards showing best
runner up, Quality star and best PBA and teams in terms of
team leader for the Month cross sales Visible boards showing best
PBA, 1 st runner up, Quality
star and best team leader for
7
8 the Month
7
Board showing best PBA
agent as well as team in
8 terms of cross sales.
Boards showing the Service Level % Yellow line showing the
9 actual service level on a
monthly basis
Green line showing the target
10 service level (80%)
9 10
22

23. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours

24. Diagnostic
Skills gap analysis using skills matrix
Dimensions for Behavioral Competencies Grid for Lean Skills & Technical Competencies
Skills matrix created by lean team KEY: Blue = Actual Red = Required KEY: Blue = Actual Red = Required
Supervisory = 2 Class room trained
Can do - without Actual Level
Basic = 1 support
Required level
Can train - other
Key insights
Managerial = 3 Recognized expert
Senior colleagues
Managerial = 4
Behavioral
Lean Skills T echnical Competencies
Competencies
Back End Operations knowledge
Communication / Language
Performance Management
Bank Charges knowledge
Bank system Knowledge
Improvement Orientation
Professional Expertise
Coaching & Feedback
Process Confirmation
Products Knowledge
People Orientation
Ability to multitask
Correspondance
Lean Knowledge
Setting Direction
Problem Solving
Results Delivery
Fraud awarness
Computation
CRM
5S
Lean training
Ahmed Mohamed - PBA
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # #
#
# # # # # #
required f or all the
Ahmed Wahd - PBA
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # # PBA‟s in particular
#
around:
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Ashumita Ramish - PBA
#
Bayader A Radhi- PBA
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # # - Computing skills
#
- Back end
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Eman Al Haj - PBA
#
Famer Shahz ad - PBA
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # # operations
knowledge
#
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Fiz z a Zahra Raz a- PBA
#
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Maria Elena - PBA
#
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Mohamed Mostafa - PBA
#
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Raheel Pirz ada - PBA #
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Rabia Murtaz a - PBA
#
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Syed Osama Naqvi - PBA #
# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Jonathana Stanly - PBA
#
# # # # # # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Donna Dioneo - ATL # # # # # # #
# # # # # # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #
Team Leader # # # # # # # # # # # # # ## # # # #
SOURCE: Team analysis, interview BM 8/6/09
24

25. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours

26. Diagnostic
Focus group workshop helped PBAs identify key organizational
issues and discuss their future vision of Mashreq
From …
“Teams are not fully “Mashreq is slow”
engaged”
“Focus is always on Service
“Changes are made Level, if it is down then we
without involving PBAs” have huddles otherwise
not”
“I don‟t think that my
opinion matters” “Full of stress”
“When customers bank “We are being trained by
with us they feel the ourselves”
road is closed”
“Mashreq‟s products are
“Customers are not un-paralled compared to
properly informed and other banks, but needs to
complain about hidden facilitate customer‟s wants
charges” and needs”
“Process is slow-
delays occur
frequently”
SOURCE: DBC f ocus group workshop with pilot team members
26

27. Diagnostic
Focus group workshop helped PBAs identify key organizational
issues and discuss their future vision of Mashreq
… To
“Greater employer
“Customer oriented
engagement,
and profitable”
knowledge sharing
and empowerment”
“We have to be “Highly supportive
progressive” senior management”
“If customers bank
with us, we want “We have to be
them to smile” supportive”
“Customers “We want to see it as a
appreciate our perfect call centre giving
services” best services”
“Happy and satisfied
employees”
“We have to get
going”
SOURCE: DBC f ocus group workshop with pilot team members
27

28. Diagnostic
28

29. Tollgate review
Agenda : Present diagnostic findings to Decision making group & take
approval to design solutions for the same
Presented by Lean Project team
Reviewed by Super sponsor along with Decision making group
Date 13 Jul 2011
Outcome Project team authorized to design solutions
29

30. DESIGN PHASE
IMPROVE
30

31. Contents
▪ Summary
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours

32. Design
Customer needs drive the solutions designed for DBC
Lever Solution
VOC priorities
▪ Analyse transaction surveys
 Resolve issues at first Voice of
customer ▪ Action planning and feedback
contact
 Should be able to reach
▪ Optimize scheduling and create flexi
agent quickly
team to utilize idle time in outbound
 IVR should be simple and sales
easy to use Process  Enhance overall
efficiency
▪ Increase CRM utilization to reduce
customer
 Customer should get quick duplication of work experience
and accurate solutions ▪ Consolidate forms in CRM
 PBA knowledge needs to be ▪ Optimise verification questions  Increase DBC
increased ▪ Revise call guides with precise and capacity
comprehensive scripts utilization
What the
customers said.. ▪ Reduce queries by enhancing KMS  Enable PBAs to
▪ Redesign MOL activation process service customers
“Had to visit the bank more ▪ Simplify IVR & improve navigation at first contact
than once before complaint
could be resolved” ▪ Huddle boards and daily huddles  Reduce and
Performance to measure individual performance
management effectively use
“It is very difficult to ▪ Revised incentive scheme idle time to
navigate the IVR” ▪ Process confirmation generate sales
▪ Call listening and daily coaching for
“Speed of completing the Organisation each agent to improve performance
transaction is very low” and skills
▪ Enhance PBA knowledge through skills
matrix based training plan
“Took too long to resolve ▪ Ensure value add time spent using DILO
the problem”
▪ Team barometer
Mindsets and
“PBA knowledge is poor” behaviour
▪ Fostering understanding and reinforcing
change
32

33. Design
Design solutions will have a positive impact on first contact
resolution and sales
First contact resolution Sales
Resolution provided at first Total DBC average monthly sales
contact AED million
Percent 25
500 10
+5%
+200% 42 TSU 10
Complaints 14
365
Outbound 340
+10% 65
59
Service Inbound 150 150
requests
Current Future Current Future
▪ Enable PBAs to service customers at first ▪ Reinvest idle time in outbound sales through
contact creation of flex team
- Revise ADMs - Flex Team will do outbound calls when inbound
- Provide system accesses call volume is low and vice versa
- Provide training and coaching - Generate additional outbound sales of AED
2.5m per month
SOURCE: Team analysis
33

34. Design
Doc ID TBD
VOICE OF CUSTOMER
Monthly transactional surveys will be used to further drive
and sustain improvements over time
Snapshot of transaction survey Actions
Overall Measures Non Actions
Priority Link customer surveys to action planning
Last Modified 06/07/2011 08:49:33 Arabian Standard Time
and feedback/ problem resolution sheet
Overall Satisfaction with Phone 71%
Banking (Weighted Index) Embed in call listening and coaching
Automated Phone Banking Overall 70% sessions
(Weighted Index)
Phone Banking Rep. Overall 75% Link survey results to KPI‟s for Team
(Weighted Index) Leaders/Team Managers
Key Drivers/ Areas to Focus
Customer satisfaction (survey results) to
Printed 18/03/2011 10:42:48
Ease of navigating the automated Monitor be continuously tracked on huddle boards
phone banking system
Functions and services available on Monitor Analyse Voice of customer trends every six
the automated phone banking months
service
Speed of completing the transaction Monitor - Discuss necessity for further process
Being polite and courteous Maintain adjustments
Ability to provide accurate Maintain
information upon request - Create action plan and assign
Showing a willingness to help Monitor responsibility
SOURCE: Market Probe monthly transaction survey, team analysis 27
34

35. Design
PROCESS EFFICIENCY
To make additional outbound calls, flexible team of multi-
1
skilled PBAs is needed which will utilize wait time
effectively Base load
volume 1 Idle Capacity Capacity Calls offered
 Flexi Team will do
Calls per day outbound sales activity
thousands Flexi team is a dynamic concept and will when inbound call
increase /decrease based on volume
forecast volume is low
 Manage inbound peaks
during month ends and
beginning of month
10 FTE
 Reduce and effectively
use idle time to generate
sales
 Effective use of telopti to
91 FTE schedule and monitor
agents
Calculation of Flexi team:
Base load team FTEs will handle 70% of the call volume (Average call volume + standard deviation)
A. Average daily volume = 4024 ; std deviation= 581 ; Total volume = 4605
B. Daily productivity of PBA = Total productive hours (7) * calls /hour (10) = 70 calls per day
C. Base load team required on floor (A/B) =65
D. Total Base Load team (factoring 28% leaves) = 91
E. Total team strength =101
F. Flexi team (E-D)=10
G. Calls pr hour is =10 (60mins / AHT 5.88 mins (353 secs)
SOURCE: DBC Interval report Jun-11
35

36. Design
PROCESS EFFICIENCY
Flexible staffing model will enable optimum utilisation of
agents’ idle time
‘RAG model’
▪ 3 status based on call flow
„Red‟ ▪ Flex staff handles inbound only
„Amber‟ ▪ Part of team assigned to outbound
„Green‟ ▪ Move team to outbound calls
▪ Board will be used as a tool to guide/enable the flexible staffing model; it
will have a clear picture of staff mobility and call status
▪ It is the ATLs responsibility to monitor and update the status
Decisions required
Pilot the flex team model in DBC
30
SOURCE: Team analysis
36

37. Design
Eliminating non-value-add activity in enquiry/service Nonvalue add
resolution process can reduce overall process time by TBD % Time taken
(seconds)
Reversal – late payment fee
2 5 30 10 90 5
Ask for Customer
Thanks for
Greet Understand card number verification –
Start Receive call or account ask 3 providing the
customer request
number questions answers
10
10 45 45 60 Inform 30 30
Check in Inform
Update the cust. that
SELECT why the cust.
Reconfirm request in the request Ask for more
the late regarding
inquiry CRM with has been assistance
payment was the late
reason acknowl-
charged payment
edged
10 15
ATL/TL will
Close call End
update CTS
▪ Total processing time – 387
▪ Value add – 332
▪ Nonvalue add – 55
37

38. Design
PROCESS EFFICIENCY
The design focuses on processes that deliver the most
2
impact High Impact
Average
monthly Diagnostic Design
volumes after Opportunity Opportunity
Type of call Process name migration Percent Percent
1▪ CC/CASA product feature PE 3.57 3.57
2▪ Credit card bill payment IVR 0.49 0.49
IVR
3▪ Transaction inquiry 0.39 0.39
PE
Enquiry 4▪ Voucher redemption 0.76 0.76
5▪ CC cancellation FCR
1.58 1.58
6▪ Delivery PE
FCR 0.07 0.07
7▪ Interest calculation PE
0.01 0.01
8▪ MOL activation IVR
PE 0.44 0.44
9▪ Captured and stolen cards PE 0.00 0.00
▪
10 Via forms PE 0.45 0.45
Service ▪
11 Reversals – late payment fee FCR 0.16 0.16
requests
▪
12 Balance transfer PE
0.14 0.14
▪
13 EPP PE
0.16 0.16
▪
14 Supplementary Card request PE 0.06 0.06
▪
15 Credit shield PE
0.11 0.11
▪ Complains solved by DBC PE 0.37 0.37
Complaints
Overall impact ~9%
SOURCE: DBC MIS, Team analysis
38

39. Design
PROCESS EFFICIENCY
Increase effectiveness of CRM workflow by enhancing
2
utilization across different units and improving speed
To be prioritized
Issue Requirement Action required Timeline
 CRM server capacity Improve client bandwidth Approval to apply approved Short term
issue by increasing server space capex 6-8 weeks
Key departments not on Engage departments and Design and agree Short term
CRM leading to manual onboard onto CRM (Card requirements with units 6-8 weeks
processing and delays Ops, CAM, CDC, FRMU) and launch URF
(Card Ops, CAM, CDC) Develop request forms in
CRM
Use of independent excel Standardized linked in Vendor to revert on feasibility Short term
sheets to do calculations excel calculator in CRM and timeline 6-8 weeks
– lack of calibration and ISG approval required
standardization
Agent accesses multiple Integrate and populate Assess feasibility TBD
systems for information - information in CRM Evaluate impact on core
Motion and time waste system
(Select, Banksys, CTS, Host systems compatibility
Bank 24) Middleware compatibility
Unable to log multiple Enable user to log multiple Vendor to revert on feasibility Long term
requests in a single activity requests in a single CRM and timeline
in CRM activity
Decisions required Overall impact ~3%
▪ Budget approval for procurement and system enhancement increase in capacity
SOURCE: Team analysis
39

40. Design
PROCESS EFFICIENCY
Reduce process time for form related processes through
2 consolidation of forms and automation in CRM
From To
3 manual forms used with duplicate Single form with reduced fields in
fields CRM
Card Maintenance Form to Card Services Unit from DBC
Prima ry Ca rd holde r Prima ry Ca rd holde r
na me na me
Se le ct# Se le ct#
Prima ry Cre dit ca rd 1# Prima ry Cre dit ca rd 1#
Sup Cre dit ca rd 1 # Sup Cre dit ca rd 1 #
Sup Cre dit ca rd 2 # Sup Cre dit ca rd 2 #
Sup Cre dit ca rd 3 # Sup Cre dit ca rd 3 #
Sup Cre dit ca rd 4 # Sup Cre dit ca rd 4 #
De bit Ca rd 1 # De bit Ca rd 2 #
Ca rd Re pla ce me nt Re a son
Damaged p Internet Misusage p Lost p
W rong Embossed p Fraud Trnx p Stolen p
ATM Captured p Disputed Trnx p Others (Specify reason) p
Advance Renewal p
Re a son for othe rs
Cre dit Limit De cre a se
De cre a se Cr Limit to AED / QR _ _ _ , _ _ _ . _ _
De cre a se Ca sh Limit to AED / QR _ _ _ , _ _ _ . _ _
Ma shre q Points Tra nsfe r
From Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ , _ _ _ Dr
To Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ , _ _ _ Cr
Inte rca rd Tra nsfe r
From Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ AED / QR _ _ _ , _ _ _ . _ _ Dr
To Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ AED / QR _ _ _ , _ _ _ . _ _ Cr
Comme nts if a ny: -
Re que st ta ke n by Sta ff ID Da te Signa ture
Manual filling of fields reduced
from 125 to 43. Overall impact
Forms on CRM will reduce it to ~0.5% increase in
8 fields capacity
Decisions required
▪ Card Ops to use CRM work flow for processing request received from DBC
▪ Development of form feature in CRM
SOURCE: DBC
40

41. Design
PROCESS EFFICIENCY
KMS enhancement & alignment will reduce time spent on
2
searching and solving queries during calls
From To
Product based KMS KMS prioritized by volume &
transaction type
Top Transaction Types
Product Features Credit Cards - Bill Payment
Transaction Inquiry CASA - Available Balance
Credit Cards - Mashreq Points Internet Banking
General - Br. timings / locations ATM & DCC - DCC Inquiry
EPP Card Cancellation
Supplimenatry card Replacement and renewal
Quick Links Updates TAT Br timing & location Eligibility criteria Quality Guidelines
Knowledge base Product Knowledge System Knowledge Country wise guidelines
Decisions required
▪ Approve proposed KMS design
SOURCE: Mashreq Knowledge Management System
41