The QualityTeam implemented a new process using a SharePoint book to publish and track orders needing assistance. This provided visibility to management and changed the work culture from reactive to proactive. It resulted in over 55% improvement in assistance rate, reducing time orders wait from review from 2 of 10 to 8 of 10 on the first day. They also saw a 28.59% reduction in time for PSG orders to complete configuration. Overall the changes saved over $51,000 in soft savings based on reduced call volumes, emails, and duplicate work. The team is now working to expand these practices to additional order tracking and proactive communication processes.

1. QualityTeam:
Hiram Álvarez
Julio Solano

2.  AH Issue Book:
 New implemented process to publish and track
the assistance of the orders needing further
manual work in order to get them thruVISTA.
 Changed the current work culture and created a
new way of working the issue book
 Changed the mode from reactive to proactive.
 Provided visibility to the management team.

3. 1st Improvement: Team Lead and Supervisors notified about the trends and assistance rate. Improved 17.4%
2nd Improvement:Team Leads and Supervisors aware of activity and goals, and the Customer Support Representative work
is noticed and measured. Improved 31.0%
3rd Improvement: Learning curve and training completed. Improved 11.71%
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
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Data
Average
UPPER
control limit
LOWER
control limit
Assistance Rate
Days
Rate
Good
Over 55% improvement overall in the assistance rate, meaning that 8 of 10 orders needing further assistance are reviewed
the very 1st day instead of waiting for any customer inquiry. Originally only 2 of these orders were proactively reviewed.

4. Process Change 1: Formal training and request for this SharePoint to be assisted daily basis, low assistance rate showed to the
attendees (TL & Managers). Reduced 3.71%
Process Change 2: TL advised and metric explained, manager supporting the new data and metrics to be achieved. Reduced 25.15%
Process Change 3: After learning curve and training completed. Increased 0.27%
0
2
4
6
8
10
12
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75 77
Data
Average
UPPER
control limit
LOWER
control limit
PSG Orders Assistance
Days
Good
Overall improvement: Reduced by 28.59% from 5.12 days to 3.7 so now the orders are left in configuration almost 1.5 days
faster and we assume they invoice 1.5 days faster too.Therefore we say that the order to cash is also affected in 1.5 days
sooner.This measure only takes place for the PSG orders SLED.

5.  Reported using savedTime:
 Over $51,000.00 soft savings shown in the
certification report.
 Not Reported using transactionVolumes:
 Phone calls: $ 19,000.00 Per year
 Emails: Undetermined at this time

6. From Avaya CallsVolume:
-Avg.YoY volume decreased:
-(1762) * 12 = 21,144
-Estimated cost per Call:
-$ 0.90
-Estimated not reported soft
savings:
-$ 19,000 perYear
-PS: YB Project affected this numbers BUT it
does not represent the whole amount, there
were different efforts and may also affected this
cost.

7. Acc eMailVolume:
-YoY average estimated
decreased: 39%
-Hard to estimate the soft
savings since we don’t have at
this time the email volumes
managed per day instead of the
piled volumes (daily picture)
Metric and cost affected due to the exponential behavior
that this activity may have when not properly performed.

8.  Duplicate activity:
 As part of the recently implemented activity, we looked into an easier way to deliver
/ process / reporting the activity by creating a new list into the Quality SharePoint,
accessible for all the CSR’s and providing a daily picture of the cases..
▪ QL:To publish the book (Daily basis)
▪ TL:To Assign the book (Daily basis)
▪ SP accessible for all PS members as contributors. At this time this was just
implemented and we may start getting data this week.
▪ Carolina Flores to obtain data monthly basis.
▪ Quality and accuracy are still being improved, CSR culture.
 By taking this activity to a SP we save valuable time to the team leads, CSRs and
Carolina Flores, quality leads, and once that the quality and accuracy is assured the
reporting and visibility will be sufficient for upper management in the decision
making processes.
Dups Orders Being
Stopped
RMAVolume
decreased
Dissatisfaction
also decreased
Top Offender
identified

9.  Proactive Perishable Order activity:
 Many PS SLED Customers need to use their IT budget before it get due, this bring as
consequence a high volume of orders within a couple months and the special need of invoicing
them before their budget gets due, perishable orders stand for those orders that need to be
invoice before of an specific communicated date, proactive actions are been taken to follow and
intent to assure the dates required.A list or the perishable orders is published by the Client
Advocate and we use the list to deliver the activity to the right team so it can be proactively
reviewed.The list is daily published and we expect to get status for the included orders, when
the CSR review the list they get aware of the order is in risk and work it accordingly.
▪ QL:To publish the book (Daily basis)
▪ TL:To Assign the book (Daily basis)
▪ SP accessible for all PS members as contributors.
 By taking this activity to a SP we save valuable time to the team leads,CSRs
 Stronger proactive communication will be enable with the customer to inform them about their
order statuses when they drop into the Risk status.
 Also we will be able to provide visibility regarding the customer resolution such as the ones that
are willing to wait or getting a proforma invoice such as the ones that rather cancel and so.

10.  Step I now inWIP:
 Tracking the oldest orders from our PS OOB into a SharePoint for
the correct and proactive assistance required.
▪ QL:To publish the book (Twice per week)
▪ TL:To Assign the book (Twice per week)
▪ SP accessible for all PS members as contributors. At this time this was just
implemented and we may start getting data this week.There are general comments
that ensure the correct review of the orders and further features to be integrated
soon, such as the possible addition of the ETS etc.

11.  Adding AMIDs & BU to the Gem report.
▪ This will provide visibility about the offender product type, if
dropships or services.
▪ Also we can align and have further information such as the
ISR and Sales district involved
▪ We’re waiting for the report to be enhanced with this
information.
 Adding F1 note report to RTG
▪ This will provide status on the un-touched orders and by
implementing standard notes on orders we might get ETS or
notification sent dates.

12.  NY state has special needs regarding their open
orders, proactive focus is highly required to meet the
contract compliance and the customer expectations.
 WIP in designing a new list in the SharePoint accessible for the assigned NY
CSRs and theirTeam Lead, this state will be removed from the OOB Over 25
activity since their reporting will be using this special list.
▪ QL:To publish the book (Twice per week)
▪ TL:To Assign the book (Twice per week)
▪ Review functionality and possible candidates for using this approach on any
other team.

13.  We are about to face again an IPG product constraint, this
may affect in a negative way our relationship with the
customers and their satisfaction.
 We are planning on reduce the impact to its by proactively communicate this to the
customer and leave them the decision of moving to a different item or canceling
their order.This proactive focus will avoid the false expectations about receiving the
order and reduce the customer dissatisfaction.
▪ This activity still needs to be defined due to the sensibility of the information that
may be communicated.
▪ After the decision is takes, we will be reviewing the best way to deliver and report
this activity.
▪ ISR and BU’s will need to agree and be involved in the new temporary enable
process.