Contact Center Six Sigma Summary


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E-mail process improvement Six Sigma process.

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  • 40% defects over 4 th quarter 2002. Project will reduce to 25% based on 48 hour allowable turnaround. Overtime costs will be reduced by 25% Cost of poor quality: 2002 overtime: over $45,000 for the year. FS & Voyager Backup during weekdays: Estimated at over $150,000 per year in lost productivity. Total of $195,000 per year in Cost of Poor Quality. Savings of 25%=$49,000 Savings of 50%= $97,000
  • Refer to actual survey:
  • Illustration of all defects within sample 42% overall defect rate for the sample, which is consistent with the total population. 58% of all defects are from e-mails received on a weekend (Friday, Saturday, Sunday)
  • Contact Center Six Sigma Summary

    1. 1. Flagship E-mail Turnaround Project Control Tollgate Presentation
    2. 2. Team Charter <ul><li>  Executive Summary </li></ul><ul><li>The goal of the Flagship E-mail team is to respond to 100% of client e-mails within 48 hours. In the current work environment the group is only responding to about 55% of e-mails within this timeframe. This project will reduce the percentage of defects from 45% to 28%. </li></ul><ul><li>Business Problem/Opportunity </li></ul><ul><li>Within the current environment there are: </li></ul><ul><li>           Forty-five percent of client e-mails are responded to in greater than 48 hours. </li></ul><ul><li>           Delays within the e-mail process. </li></ul><ul><li>           Increased cycle-times for e-mail received after hours. </li></ul><ul><li>           Large overtime and contingency requirements to manage daily volumes. </li></ul><ul><li>           High defect rates/low sigma ratings for turnaround times. </li></ul><ul><li>           Client dissatisfaction with prolonged response times. </li></ul><ul><li>  </li></ul><ul><li>Project Benefits </li></ul><ul><li>The Primary goal of this project is to reduce cycle-time for Flagship e-mails. </li></ul><ul><li>           Save costs by reducing reliance on overtime and phone assistance. </li></ul><ul><li>           Increase client satisfaction by more efficiently responding to inquiries. </li></ul><ul><li>           Reduce or eliminate rework by lowering departmental “redundancy” rates. </li></ul>While the department goal is to respond to 100% of e-mails in 48 hours, the goal of this project is to achieve a 72% rate. This project was initiated as a result of Voice of the Business feedback.
    3. 3. High Level SIPOC
    4. 4. <ul><li>74 VOC items pertaining to HNW e-mails received between 3/2001 and 2/2003. </li></ul><ul><ul><li>34 of 74 were negative feedback regarding e-mail turnaround times. </li></ul></ul><ul><ul><li>15 of 34 were from Flagship clients. </li></ul></ul><ul><ul><ul><li>“ Two to three days is unacceptable.” </li></ul></ul></ul><ul><ul><ul><li>“ Client doesn’t like how long it takes to send and receive e-mail.” </li></ul></ul></ul><ul><ul><ul><li>“ E-mails should be handled in a more timely manner.” </li></ul></ul></ul><ul><ul><ul><li>“ E-mail responses take too long.” </li></ul></ul></ul>Reactive VOC Data
    5. 5. Client Expectations <ul><li>“ The promptness of the service should be improved” </li></ul><ul><li>“ Why would I use e mail when I can get to someone immediately by phone? I find e-mail the most effective way of communicating IF people answer promptly.” </li></ul><ul><li>“ I have no problems with the response time nor the quality of the responses.” </li></ul><ul><li>“ E-mail is intended as a responsive medium. Vanguard's policy of answering within 2 business days is poor and very poor relative to your competition.” </li></ul>*Survey developed by Web Services Response Label Frequency Percentage Adjusted Percentage Within 8 hours after sending the e-mail 94 12.58 12.97 Within 24 hours after sending the e-mail 407 54.48 56.14 Within 48 hours after sending the e-mail 159 21.29 21.93 Within 72 hours after sending the e-mail 22 2.95 3.03 Other, (please specify): 43 5.76 5.93 Total 725 97.05 100.00
    6. 6. Data Collection Plan
    7. 7. Analyze Phase <ul><li>Progress to date: </li></ul><ul><li>Completed Analyze phase on 5-9-2003 </li></ul><ul><li>Control charts, pareto charts and process step comparisons will drive Improve phase </li></ul><ul><li>Major process delays identified in 4 of 10 steps </li></ul><ul><ul><li>Assigned to Business Unit </li></ul></ul><ul><ul><li>Assigned to Representative </li></ul></ul><ul><ul><li>Accepted by Representative </li></ul></ul><ul><ul><li>*Assigned to other unit </li></ul></ul><ul><li>*limited control for this status </li></ul>
    8. 8. Analysis <ul><li>Sampled 812 e-mails out of population of 25,800 to determine which e-mail statuses contribute most to process delays. The process is comprised of 12 distinct process statuses. The findings of this analysis follow: </li></ul><ul><ul><li>Status 1: “Assigned to Business” </li></ul></ul><ul><ul><ul><li>124 e-mails remained in this status over 48 hours </li></ul></ul></ul><ul><ul><ul><li>55 e-mails remained in this status between 40 and 48 hours </li></ul></ul></ul><ul><ul><ul><li>Average turnaround in this status is 16.54 hours </li></ul></ul></ul><ul><ul><li>Status 4: “Assigned to Representative” </li></ul></ul><ul><ul><ul><li>35 e-mails remained in this status over 48 hours </li></ul></ul></ul><ul><ul><ul><li>25 items remained in this status between 40 and 48 hours </li></ul></ul></ul><ul><ul><li>Status 5: “Accepted by Representative” </li></ul></ul><ul><ul><ul><li>11 e-mails remained in this status over 48 hours </li></ul></ul></ul><ul><ul><ul><li>15 e-mails remained in this status between 20 and 48 hours </li></ul></ul></ul><ul><li>Of 812 sampled items, 21% remained within one status for over 48 hours. </li></ul><ul><li>Of 812 sampled items, 31% remained within one status for over 40 hours. </li></ul><ul><li>Sampled 1067 e-mails out of population of 25,800 to determine which </li></ul>
    9. 9. Process Defects 58% of defects within the process sample were received Friday through Sunday.
    10. 10. Improve Phase <ul><li>Progress to date: </li></ul><ul><li>Utilized three distinct pilots to achieve results. </li></ul><ul><li>Improve phase was completed on 6/20/2003. </li></ul>
    11. 11. Pilot Summary <ul><li>Pilot 1: Weekend Pilot </li></ul><ul><ul><li>Criteria: </li></ul></ul><ul><ul><ul><li>All e-mails with exception of “relationship” topics will bypass assigned phone reps. </li></ul></ul></ul><ul><ul><ul><li>Staffing for each Saturday will increase to 2 FTEs. </li></ul></ul></ul><ul><ul><li>Measure: </li></ul></ul><ul><ul><ul><li>During pilot phase the number of e-mails sent on Saturdays increased from 2.4% of volume to 8.3% of total volume. </li></ul></ul></ul><ul><ul><li>Result: </li></ul></ul><ul><ul><ul><li>Resulted in 69 less defects during pilot, or a reduction of 4.5% </li></ul></ul></ul>
    12. 12. Pilot Pre-Pilot 1.61 Sigma 2.09 Sigma Special cause data points include items sent to other departments, July 4 holiday, and the loss of 1 FTE to disability.
    13. 13. Pilot Success <ul><li>For period of 6/19 – 7/8 the defect rate for Flagship dropped by 38%. (45% to 28%) </li></ul><ul><li>Average turnaround for the pilot dropped from 42 hours to 29 hours. </li></ul><ul><li>12.67% of all e-mails were sent via “Weekday” or “Weekend” pilots. </li></ul><ul><li>Value Added = $276,000 annually. </li></ul><ul><ul><li>Lost productivity and Contingency coverage ($158k) </li></ul></ul><ul><ul><ul><li>Voyager Coverage </li></ul></ul></ul><ul><ul><ul><li>Does not include Flagship Contingency </li></ul></ul></ul><ul><ul><li>Reduced rework ($49k) </li></ul></ul><ul><ul><ul><li>Kickbacks to Writer </li></ul></ul></ul><ul><ul><ul><li>Bypass Approvals </li></ul></ul></ul><ul><ul><li>Overtime costs ($69k) </li></ul></ul>
    14. 14. <ul><li>Sigma Shifts from 1.61 to 2.09. </li></ul><ul><li>Client Compliments </li></ul><ul><ul><li>“ Please extend my sincere thanks to Kim Acosta for taking the time to reply in your absence with a very extensive and very clear message regarding my query on various stop orders.” </li></ul></ul><ul><ul><li>“ And it was a delightful surprise to get the response on the weekend.”  </li></ul></ul><ul><li>No Negative Feedback from Clients! </li></ul>Pilot Success