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Contact Center Six Sigma Summary
 

Contact Center Six Sigma Summary

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E-mail process improvement Six Sigma process.

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 Contact Center Six Sigma Summary Presentation Transcript

  • Flagship E-mail Turnaround Project Control Tollgate Presentation
  • Team Charter
    •   Executive Summary
    • 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%.
    • Business Problem/Opportunity
    • Within the current environment there are:
    •            Forty-five percent of client e-mails are responded to in greater than 48 hours.
    •            Delays within the e-mail process.
    •            Increased cycle-times for e-mail received after hours.
    •            Large overtime and contingency requirements to manage daily volumes.
    •            High defect rates/low sigma ratings for turnaround times.
    •            Client dissatisfaction with prolonged response times.
    •  
    • Project Benefits
    • The Primary goal of this project is to reduce cycle-time for Flagship e-mails.
    •            Save costs by reducing reliance on overtime and phone assistance.
    •            Increase client satisfaction by more efficiently responding to inquiries.
    •            Reduce or eliminate rework by lowering departmental “redundancy” rates.
    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.
  • High Level SIPOC
    • 74 VOC items pertaining to HNW e-mails received between 3/2001 and 2/2003.
      • 34 of 74 were negative feedback regarding e-mail turnaround times.
      • 15 of 34 were from Flagship clients.
        • “ Two to three days is unacceptable.”
        • “ Client doesn’t like how long it takes to send and receive e-mail.”
        • “ E-mails should be handled in a more timely manner.”
        • “ E-mail responses take too long.”
    Reactive VOC Data
  • Client Expectations
    • “ The promptness of the service should be improved”
    • “ 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.”
    • “ I have no problems with the response time nor the quality of the responses.”
    • “ 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.”
    *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
  • Data Collection Plan
  • Analyze Phase
    • Progress to date:
    • Completed Analyze phase on 5-9-2003
    • Control charts, pareto charts and process step comparisons will drive Improve phase
    • Major process delays identified in 4 of 10 steps
      • Assigned to Business Unit
      • Assigned to Representative
      • Accepted by Representative
      • *Assigned to other unit
    • *limited control for this status
  • Analysis
    • 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:
      • Status 1: “Assigned to Business”
        • 124 e-mails remained in this status over 48 hours
        • 55 e-mails remained in this status between 40 and 48 hours
        • Average turnaround in this status is 16.54 hours
      • Status 4: “Assigned to Representative”
        • 35 e-mails remained in this status over 48 hours
        • 25 items remained in this status between 40 and 48 hours
      • Status 5: “Accepted by Representative”
        • 11 e-mails remained in this status over 48 hours
        • 15 e-mails remained in this status between 20 and 48 hours
    • Of 812 sampled items, 21% remained within one status for over 48 hours.
    • Of 812 sampled items, 31% remained within one status for over 40 hours.
    • Sampled 1067 e-mails out of population of 25,800 to determine which
  • Process Defects 58% of defects within the process sample were received Friday through Sunday.
  • Improve Phase
    • Progress to date:
    • Utilized three distinct pilots to achieve results.
    • Improve phase was completed on 6/20/2003.
  • Pilot Summary
    • Pilot 1: Weekend Pilot
      • Criteria:
        • All e-mails with exception of “relationship” topics will bypass assigned phone reps.
        • Staffing for each Saturday will increase to 2 FTEs.
      • Measure:
        • During pilot phase the number of e-mails sent on Saturdays increased from 2.4% of volume to 8.3% of total volume.
      • Result:
        • Resulted in 69 less defects during pilot, or a reduction of 4.5%
  • 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.
  • Pilot Success
    • For period of 6/19 – 7/8 the defect rate for Flagship dropped by 38%. (45% to 28%)
    • Average turnaround for the pilot dropped from 42 hours to 29 hours.
    • 12.67% of all e-mails were sent via “Weekday” or “Weekend” pilots.
    • Value Added = $276,000 annually.
      • Lost productivity and Contingency coverage ($158k)
        • Voyager Coverage
        • Does not include Flagship Contingency
      • Reduced rework ($49k)
        • Kickbacks to Writer
        • Bypass Approvals
      • Overtime costs ($69k)
    • Sigma Shifts from 1.61 to 2.09.
    • Client Compliments
      • “ 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.”
      • “ And it was a delightful surprise to get the response on the weekend.” 
    • No Negative Feedback from Clients!
    Pilot Success