This document outlines a Lean Six Sigma project undertaken by Sk. Noor Mohammad to increase the customer satisfaction percentage (CSAT%) for Digicon Technologies Ltd.'s (DTL) Airtel Inbound process. The current CSAT% is 79-81% but the goal is to increase it by 2% to over 83% by August 31, 2015. Key issues identified that contribute to low CSAT include unorganized conversations, dead air time, arguments, hurriedness, and unhelpful attitudes by customer service representatives. The project will involve defining the problem, measuring key aspects, analyzing the data, improving processes, and controlling the new processes. Improvement plans include refresher trainings, increased call monitoring, sharing
1. Project Undertaken by: Sk. Noor Mohammad
Trainer: Mr. Prabhas Surana
Lean Six Sigma Black Belt
Project Theme:- Increasing CSAT%
2. Present Pain areas
2
• High customer dissatisfaction will result into customer churn.
• Lack of satisfaction level will result into higher repeat calls and
in turn will increase daily abandoned %age.
Short Term
• Incessant Higher customer dissatisfaction will ruin company’s
brand image in front of client & other prospective customers.
• Incessant Higher customer dissatisfaction may cause for
loosing business in the long run.
Long Term
Define
3. Project Charter
3
Business Case
Digicon Technologies Ltd. is a leading BPO in BD. There
is a process called Airtel Inbound among many other
project which contributes to 80% of the total revenue.
High customer dissatisfaction threatens to loose its
business & brand image.
There is an opportunity to reduce customer
dissatisfaction % by using control factor, which would
help the organization to achieve increased efficiency and
competitiveness.
Goal Statement
To increase the Monthly CSAT% of the DTL Airtel
Inbound process by up to 2% within 31st Aug’15
along with consistency.
Opportunity Statement
With the help of Customer dissatisfaction data for
DTL, last 2 month’s defect % are 19% & 18%
respectively. Which causes huge customer churn of
Airtel BD and decreases client’s growth level as
well. Check below CSAT% for last 2 months:
Project Scope
In Scope: All the CSE taking calls for DTL Airtel Process.
Out of Scope:
1. CSE apart from DTL Airtel Inbound process.
2. CSE involved others apart from call taking
responsibility.
Month Satisfied Dissatisfied CSAT%
April'15 36073 9346 79%
May'15 34068 7832 81%
Define
4. Project Time Line
4
*** GANTT chart is being used to define the timeline of the project.
Define
Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4
Form Team
Finalize Charter
Training
Gather Data
Analyze Data
Select Solutions
Develop Implementation Plan
Monitor Result
Closure and Recognition
May'15
June'15Activity
Aug'15
July'15
5. Targeted Benefits
5
Define
Ensuring Customer satisfaction.
Count of churn customer will be decreased.
Call volume will be increased ( Daily basis ).
Repeat %age will be decreased on daily basis.
Client satisfaction will be ensured.
service quality will be improved.
Company reputation will be increased.
6. Definitions
6
Define
Indicators Full Form Definition
CSAT Customer Satisfaction
Customer satisfaction is the measure of the overall
satisfaction of the interaction or service.
PFS Product Fact Sheets
The detailed overview along with features of an entire
product is described in this document which is provided by
Airtel
MIS Management Information System
A Team dedicted to supoort Operations Team with data
points on different KPIs
KMT Knowledge Management Team
A Team who deals with the know-how of all the products and
also involved in cascading the information to the Floor
agents
CSR Customer Service Representatives One who is assigned to answer calls
HRD Human Resource Department
The Department who deals with the recruitment of the CSRs
during requirement
SOP Standard Operating Procedure The standard guideline which CSR needs to follow
VOC Voice Of Customer Customer's opinion regarding Airtel product/process.
7. Team Member
A Approval of team decisions I.e., sponsor, business leader, MBB.
R Resource to the team, one whose expertise, may be needed on an ad-hoc basis.
M Member of team – whose expertise will be needed on a regular basis.
I Interested party, one who will need to be kept informed on direction, findings.
Key Stakeholders Define Measure Analyze Improve
Contro
l
Sponsor Wahid Sharif I & A I I I I
Project Leader Sk. Noor Mohammad R & A R & A R & A R & A I & A
Team Member Md. Salauddin Ahmed M M M M M
Team Member Mahmudul Hassan M M M M M
Team Member Hafizur Rahman M M M M M
Team Member Maruf Hossain M M M M M
Team Member ASM Salahuddin M M M M M
Communication Plan
Information or Activity Target Audience Information channel Who When
Project Status Leadership E-mails
Sk. Noor
Mohammad
BI- Weekly
Tollgate Review LSSBB E-mails / or meetings As per project plan
Project activities Members E-mails / or meetings Weekly
Define
7
8. Increasing CSAT%
Meet customer
satisfaction on every call
Increase day wise
CSAT%
The day wise CSAT%
should be >=83%
CTQs
LSL = 80%
USL = 85%
Any day where in the
FTD CSAT%<80%
Project GOAL
Definition
Target
LSL/USL
Defect Definition
CTQ Elements Define
8
9. SIPOC Define
9
Supplier Input Process Output Customer
Airtel Product Call
Customer awareness &
service
End customer of
Airtel
HRD
Customer Service
Representatives
Call handling
Ensure customer
satisfaction
End customer of
Airtel
Airtel Standards scripts
Start the call with the standard
greeting
Good customer
experience
End customer of
Airtel
Airtel SOPS
Understand the
query/request/complaint
Provide resolution to
customer's issue
Quality(Digicon &
Airtel)Team
Airtel Process training Quality of the resolution
Increase knowledge of
agents
Training & Quality
Team
Avaya
Access to CRM and
customer information
Verify the customer identity
Provide compact
customer service
End customer of
Airtel
Avaya Call recording Call monitoring
Take
preventive/corrective
actions
Quality(Digicon &
Airtel)Team
MIS Data points Data analysis
Measuring agent's
performance
Operation & Quality
Team
Training Department Soft skill Training
Provide quality service to
all customer
End customer of
Airtel
Quality Department Call audit Constant feedback/refresher
Make customer satisfy by
providing quality service
Airtel Management
13. Data Collection Plan Measure
LSL USL
CSAT%
Customer satisfaction is
the measure of the
overall satisfaction of the
interaction or service.
Day wise CSAT%
going down under
80%
85% 80% 85% Day wise CSAT%
OpportunityKPI Operational Definition Defect Definition Performance Standard
Specification Limit
KPI Data Type Data Items Needed
Formula to be
used
Unit
What database
to be used to
track the data?
Is this
existing
database
or new?
If new, when
the database
will be ready
to use?
Sample
Planning
CSAT% Attribute
Satisfaction count,
Dissatisfaction count,
Wrap Up contributor
%age
CSAT%=(Total
Satisfied
count/Total
Reply)*100
Percent
age
MS Excel Existing NA
Apr'15 to
May'15
13
14. Pareto Analysis Measure
14
Unorganized Conversation, Dead Air, Argument, Hurriedness & Unhelpful attitude are
the Vital Xs which contributes to higher customer dissatisfaction and resulting into low
CSAT of the entire process.
***The above data is derived out of 3252 sample audits of Quality Auditors.
15. Sigma Calculation Measure
15
Total Opportunities 87319
Total Defects 17178
DPMO 196726.9
Sigma Level 2.35
We can see from the sigma calculation that the current process is running at a 2.35 sigma level, hence there is a
scope of improvement in this process.
17. Normality Test Analyze
17
As the P Value is >0.05,
hence the data is normal
and can be considered to
go ahead and work on
this specific project.
18. Graphical Summary Analyze
18
As the P Value is
>0.05, hence the
data is normal
and can be
considered to go
ahead and work
on this specific
project.
19. Cause & Effect Analysis Analyze
19
Material MAN
Rush to wrap-up the call
Dominating nature
Reuce AHT by escaping SOP
Hurridness & interruption
Avoiding tendency
Willingness
Machine
Argument/
cunning attitude
Dead air
Inadequate pre
shift briefing
Not following SOP Inattentive on call
System navigation
issue
Lack of communication skill (lack of
fluency and pronunciation problem)
Method
Why CSAT%
is low ?
Poor Network
coverage
Lose the temper
Unhelpful Attitude
on hold
Not puttingSystem navigation
issue
Less enthusiastic
on call
Unorganized
Conversation
Unorganized
Knowledge drive
Charging
mechanism
Application Down
Lack of training
absence of soft
Too many system
check required
Lack of responsivenessLack of product knowledge
Complicated PFS
Complicated Product
Call drop from conversation
20. Vital Few Xs chosen for improvement Analyze
20
Impact
CATEGORY HIGH MEDIUM LOW
IN CONTROL
1. Lack of communication skill (lack of fluency and pronunciation
problem)
2. System navigation issue
3. Inattentive on call
4. Not following SOP 1. Complicated PFS
5. Argument/ cunning attitude
2. Unorganized Knowledge
drive
6. Hurridness & interruption 3. Inadequate pre shift briefing
7. Unhelpful Attitude 4. Absence of soft skill training
8. Less enthusiastic on call. 5. Charging mechanism
9. Lack of responsiveness
10.Lack of product knowledge
11.Willingness
12.Not putting on hold
13.Avoiding tendency
OUT OF
CONTROL
1. Call drop from conversation
1. Too many system checks
required
2. Poor Network coverage
3. Application Down
All the CSAT
controllable
parameters
belong to
the
parameters
of Call
Quality
Vital few Xs chosen through controllable factors to prioritize the solutions based on the control
and noise factors.
22. Action Plan for Improvement Improve
22
Main Reason for low CSAT
How to fix/steps to be taken for the
failure points
Quantified targets on
the steps taken
Sub activities on the steps
taken
One who would own the activities
/KRA improvement and track them
Date of
Completion
Done/WIP
/Not done
SOP of top 10 negetive response
generators to be discussed with
low CSAT producing agents.
Calls will be monitored
on a regular basis
QA s need to discuss the
top negative response
contribution scenarios
during every briefing
sessions.
Quality 5-May WIP
Parameter wise TL wise scores to
be shared with OPS by quality
team & feedback to be shared on
the same.
Parameter wise
dashboard to be
published on a daily
basis.
Fatal reasons in Internal &
External Audits to be
regularly briefed among
the agents by the QA s.
MIS 2-May WIP
Calls to be monitored on a daily
basis by the QA's for their
respective team.
5 calls/Day to be
monitored & feedback
to be shared.
Monitoring calls from verint
by the TL on daily basis.
Feedback sharing signups
to be maintained.
Quality 7-May WIP
Increase CSAT to be driven across
the floor.
Call quality to be
tracked based on the
internal audit
observation &
TL/AM/QA s to drive the
same for their respective
teams.
Review to be done by the
process head/week once
the QMC scores come.
Quality 7-May WIP
Dead Air
Long call drill down to be done in
pick hours.
2 calls/QA to be audited
for his respective team
& dashboard to be
published regarding the
same.
Most of the calls being
monitored for the
perticular query IDs for
which the CSAT is low.
Quality 3-May WIP
Argument/Cunning Attitude
Refresher training to be arranged
on softskill.
Post refresher efficacy to
be mapped through 2
audits /agent by
Trainers.
The result of Internal
audits are send to training
team on a fortnight basis
as TNI for refresher.
Training 5-May WIP
Hurriedness/Interruption
Refresher session to be arranged
on call courtesy by maintaining
proper guideline.
2 calls/QA to be audited
& dashboard to be
published regarding the
same.
Training Team is taking
refreshers.
Training 10-May WIP
Unhelpful Attitude Hygene audits to be done.
Calls will be audited by
QA/KMT/Trainer &
dashboard to be
published regarding the
same.
Providing feedback on a
regular basis.
Quality/Training/KMT 1-May WIP
Unorganized Conversations
23. Improved Process Flow Improve
23
VOC Tracker has
been introduced to
increase CSAT% for
modification/change
the product/process
modalities.
Introduced
KAIZEN to
satisfy the
customer after
providing
service by
prioritizing
them before
end of the
call.
24. Initiative : VOC Tracker Improve
24
CSRs are used to write VOCs here regarding
product/process features.
** These VOCs help client to take decision to keep/change the product/process modalities. This
practice increases CSAT% rather chances the customers into churn.
26. CSAT Trend – Month Wise Control
26
79%
81%
82%
83%
84%
77%
78%
79%
80%
81%
82%
83%
84%
April'15 May'15 June'15 July'15 Aug'15
CSAT Trend – Month Wise
Significant improvement observed in month wise CSAT trend.
By end of Aug’15, it has come up to 84% from 79%.
27. Impact Analysis – CSAT Control
27
We identified total 25 agents whose CSAT were significantly low and below 76% CSAT score during Apr’15 & May’15.
All these agents have undergone refresher Trainings and the Quality auditors kept them under rigorous call monitoring to
understand the implementation of learning through Refreshers.
We have seen 100% agents have improved and their average CSAT have come up to 82% from 75% which impacted a
lot in the overall CSAT of the process.
72%
72%
73%
74%
74%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
76%
76%
76%
76%
77%
77%
77%
77%
81%
82%
89%
80%
81%
83%
79%
82%
88%
84%
78%
84%
80%
76%
81%
86%
81%
82%
82%
78%
91%
83%
82%
80%
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Pre-project score Post-project score
Impact Analysis - Pre vs Post Refresher Training
28. Impact Analysis – CQ Control
28
84%
79%
80%
82%
80%
82%
80%
76%
82%
83%
81%
79%
81%
80%
78%
83%
81%
82%
84%
81%
80%
80%
80%
80%
70%
79%
81%
85%
84%
84%
84%
84%
72%
80%
79%
85%
74%
80%
82%
83%
86%
83%
82%
83%
83%
82%
83%
80%
81%
85%
%
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
90 %
100 %
Pre-project score Post-project score
Impact Analysis - Pre vs Post Refresher Training
We identified total of 25 agents whose Call Quality Scores were significantly below the target of 80%.
All these agents have undergone refresher Trainings and the Quality auditors kept them under rigorous call monitoring to
understand the implementation of learning through Refreshers.
We have seen improvement in the agents and their average Call Quality scores have come up to 82% from 80% which
impacted a lot in the overall CQ of the process.
29. Sigma Calculation – Post Project Control
29
Total Opportunities 84381
Total Defects 14202
DPMO 168308
Sigma Level 2.46
The Process sigma level has increased from 2.35 to 2.46. Hence the process have improved.
30. Process Capability – Post Project Control
30
Test of μ = 80.45 vs > 80.45
The assumed standard deviation = 0.01701
Variable N Mean StDev SE Mean 95% Lower Bound Z P
CSAT 62 83.1934 1.5747 0.0022 83.1898 1269.93 0.000
As the P value is
less than 0.05,
hence here we
can reject the null
hypothesis.
So we can say
that process i.e.
CSAT has
improved.
31. Changes done in Action Plan Control
31
Main Reason for low CSAT
How to fix/steps to be taken for the
failure points
Quantified targets on the
steps taken
Sub activities on the steps
taken
One who would own the
activities /KRA
improvement and track
them
Date of
completion
Done/WIP/
Not done
SOP of top 10 negetive response
generators to be discussed with low
CSAT producing agents.
Calls will be monitored on
a regular basis
QA s need to discuss the top
negative response
contribution scenarios
during every briefing
sessions.
Quality 5-May Done
Parameter wise TL wise scores to be
shared with OPS by quality team &
feedback to be shared on the same.
Parameter wise
dashboard to be
published on a daily
basis.
Fatal reasons in Internal &
External Audits to be
regularly briefed among the
agents by the QA s.
MIS Ongoing Done
Calls to be monitored on a daily basis
by the QA's for their respective team.
5 calls/Day to be
monitored & feedback to
be shared.
Monitoring calls from verint
by the TL on daily basis.
Feedback sharing signups
to be maintained.
Quality Ongoing Done
Increase CSAT to be driven across
the floor.
Call quality to be tracked
based on the internal
audit observation &
TL/AM/QA s to drive the
same for their respective
teams.
Review to be done by the
process head/week once
the QMC scores come.
Quality 7-May Done
Dead Air
Long call drill down to be done in pick
hours.
2 calls/QA to be audited
for his respective team &
dashboard to be
published regarding the
same.
Most of the calls being
monitored for the perticular
query IDs for which the
CSAT is low.
Quality Ongoing Done
Argument/Cunning Attitude
Refresher training to be arranged on
softskill.
Post refresher efficacy to
be mapped through 2
audits /agent by Trainers.
The result of Internal audits
are send to training team on
a fortnight basis as TNI for
refresher.
Training 5-May Done
Hurriedness/Interruption
Refresher session to be arranged on
call courtesy by maintaining proper
guideline.
2 calls/QA to be audited
& dashboard to be
published regarding the
same.
Training Team is taking
refreshers.
Training 10-May Done
Unhelpful Attitude Hygene audits to be done.
Calls will be audited by
QA/KMT/Trainer &
dashboard to be
published regarding the
same.
Providing feedback on a
regular basis.
Quality/Training/KMT Ongoing Done
Unorganized Conversations