Lean project onImproving Sales, Service and Quality across alldomains of Direct banking CentreA Mashreq Bank – Case study0...
IntroductionAbout MashreqMashreq has provided banking and financial services to millions of customers and businesses since...
Project CharterThe Business Case:•   Ten years ago Mashreq moved to reinforce its position as a customer centric bank; the...
Project CharterOur key objectives are to improve customer experience andincrease sales Objective        Description       ...
Project CharterProject Timelines : DBC pilot wave was structured along 5 well definedsteps starting 15-Jun-11        Wave ...
Project Charter  Project Team: Roles & Responsibilities           Names                Role                              R...
Project Charter                                   Critical to Quality – CTQ - Base liningDBC overall performance is within...
Project kick of meetingAgenda            Present Project charter to Project sponsor for approval,             Introduction...
Diagnostic phaseMEASURE   +ANALYSE                   9
Contents▪   Voice of the Customer▪   Process efficiency▪   Performance management▪   Organisation and skills▪   Mindsets a...
DiagnosticVOICE OF THE CUSTOMERQuick turn around time, accuracy and IVR navigationare key areas of focus from the customer...
DiagnosticIVR connection time cited as most common dissatisfier bycustomers Customer satisfaction scores                  ...
Contents▪   Voice of the Customer▪   Process efficiency▪   Performance management▪   Organisation and skills▪   Mindsets a...
Diagnostic       PROCESS EFFICIENCY  A Agents have 19% idle (wait) time                                                   ...
DiagnosticPROCESS EFFICIENCYSignificant opportunity (~8% of capacity) to migrate callsonto IVR      Monthly volume        ...
Diagnostic  C AHT improvement of 7% can be achieved by reducing staff    AHT variability                         xx% Impro...
Diagnostic Process Efficiency        Quality scores can be improved by reducing variation        between parameters       ...
Diagnostic       PROCESS EFFICIENCY  C    Exclusive use of CRM could reduce number of screens used       by agent through ...
DiagnosticPROCESS EFFICIENCY          30% of calls received in IVR are abandoned at various          points due to poor na...
Contents▪   Voice of the Customer▪   Process efficiency▪   Performance management▪   Organisation and skills▪   Mindsets a...
PERFORMANCE MANAGEMENT                                          DiagnosticScope to improve performance management on all d...
DiagnosticExisting performance boars do not consistently cover unitKPIs and performance                          Table sho...
Contents▪   Voice of the Customer▪   Process efficiency▪   Performance management▪   Organisation and skills▪   Mindsets a...
Diagnostic Skills gap analysis using skills matrix                                                                        ...
Contents▪   Voice of the Customer▪   Process efficiency▪   Performance management▪   Organisation and skills▪   Mindsets a...
DiagnosticFocus group workshop helped PBAs identify key organizationalissues and discuss their future vision of Mashreq   ...
DiagnosticFocus group workshop helped PBAs identify key organizationalissues and discuss their future vision of Mashreq   ...
Diagnostic             28
Tollgate reviewAgenda :        Present diagnostic findings to Decision making group & take  approval to design solutions f...
DESIGN PHASEIMPROVE               30
Contents▪   Summary▪   Voice of the Customer▪   Process efficiency▪   Performance management▪   Organisation and skills▪  ...
DesignCustomer needs drive the solutions designed for DBC                                   Lever          Solution     VO...
DesignDesign solutions will have a positive impact on first contactresolution and sales   First contact resolution        ...
Design                                                                                                                    ...
DesignPROCESS EFFICIENCY       To make additional outbound calls, flexible team of multi- 1       skilled PBAs is needed w...
DesignPROCESS EFFICIENCYFlexible staffing model will enable optimum utilisation ofagents’ idle time         ‘RAG model’   ...
Design    Eliminating non-value-add activity in enquiry/service                                                    Nonvalu...
DesignPROCESS EFFICIENCY        The design focuses on processes that deliver the most 2        impact                     ...
DesignPROCESS EFFICIENCY         Increase effectiveness of CRM workflow by enhancing 2         utilization across differen...
DesignPROCESS EFFICIENCY       Reduce process time for form related processes through 2     consolidation of forms and aut...
DesignPROCESS EFFICIENCY         KMS enhancement & alignment will reduce time spent on 2         searching and solving que...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Dir...
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WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Direct banking Centre

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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.

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WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Direct banking Centre

  1. 1. Lean project onImproving Sales, Service and Quality across alldomains of Direct banking CentreA Mashreq Bank – Case study09.10.2011 1
  2. 2. IntroductionAbout MashreqMashreq has provided banking and financial services to millions of customers and businesses since 1967.We are one of UAEs leading financial institutions with a growing retail presence in the region including Egypt, Qatar, Kuwait andBahrain.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 millionfrom a Total Operating Income of AED 4.4 billion over the same period. At the end of last year our Total Assets stood at AED84.8 billion.Our branch network extends across the UAE with one in every two households in the UAE banking with us. We also havecustomer service centers in key retail locations and one of the largest ATM networks in the country. We also have 12 overseasoffices 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. 3. Project CharterThe 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. 4. Project CharterOur key objectives are to improve customer experience andincrease 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. 5. Project CharterProject Timelines : DBC pilot wave was structured along 5 well definedsteps 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. 6. Project Charter Project Team: Roles & Responsibilities Names Role ResponsibilitySomnath Menon – Group Project Super Sponsor To provide support for the project in terms ofHead Operations resource. Review tollgates, remove roadblocks and provide approval for next phaseDMG – Decision making Forum Established To collectively provide support for the project inGoup 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 guidanceAditya A Senior Lean Lead Project MentorLeonard Fernandes DBC Service Manager Lead project, arrange for resourcesKamruddin Q, Shera M Lean team members Facilitate project in terms of structured approach, analysis & use of quality toolsMohammed Desouky / Team member -DBC Provide input & support executionDonna 6
  7. 7. Project Charter Critical to Quality – CTQ - Base liningDBC overall performance is within target but there is scope forimprovement 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 Seconds1 Service Level = % of calls answered within 20 seconds2 Quality score is an internal service level KPI and is driven by DBC management. Overall score calculated as per call qualit y team checkSOURCE: DBC MIS, PBA report Mar11 to Jun11 7
  8. 8. Project kick of meetingAgenda Present Project charter to Project sponsor for approval, Introduction to project teamPresented by Lean teamReviewed by Super Sponsor along with Decision making groupPresent Project teamDate 10 June 2011Outcome Agreement on Project Charter Authorization to move to diagnostic Phase 8
  9. 9. Diagnostic phaseMEASURE +ANALYSE 9
  10. 10. Contents▪ Voice of the Customer▪ Process efficiency▪ Performance management▪ Organisation and skills▪ Mindsets and behaviours
  11. 11. DiagnosticVOICE OF THE CUSTOMERQuick turn around time, accuracy and IVR navigationare 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 Performance1 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 enoughSOURCE: DBC Transaction survey 2011 YTD, Team analysis 5 11
  12. 12. DiagnosticIVR connection time cited as most common dissatisfier bycustomers 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 PBASOURCE: Transaction survey result – Jul-10 to May-11 12
  13. 13. Contents▪ Voice of the Customer▪ Process efficiency▪ Performance management▪ Organisation and skills▪ Mindsets and behaviours
  14. 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 benchmark1 Excludes weekend leavesSOURCE: PBA report data Jun-11, McKinsey benchmark including: Barclays, Credit Agricoles, Deutsche, DZ, CS, UBS, Fortis, HBOS, HSBC, Rabobank, Soc Gen 14
  15. 15. DiagnosticPROCESS EFFICIENCYSignificant opportunity (~8% of capacity) to migrate callsonto 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 card1 Opportunity to migrate based on discussions and preliminary brainstorming with DBC pilot teamSOURCE: DBC MIS, Team analysis 15
  16. 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 353.75SOURCE: DBC KPI perf ormance report Apr-11 to May-11, pilot team 16
  17. 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 39Average Quality report – Mar-11 to May-11 17
  18. 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. 19. DiagnosticPROCESS 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 faxSOURCE: DBC IVR data, MIT 0.1%45% of the calls are verif ied through IVR 19
  20. 20. Contents▪ Voice of the Customer▪ Process efficiency▪ Performance management▪ Organisation and skills▪ Mindsets and behaviours
  21. 21. PERFORMANCE MANAGEMENT DiagnosticScope 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 sales1 Chart incorporates weighted average survey response of 5 pilot team Agents and calibration against benchmarkSOURCE: Perf ormance Management Survey 21
  22. 22. DiagnosticExisting performance boars do not consistently cover unitKPIs and performance Table shows, Name of DBC Electronic screens are visible and Boards showing top agent, ID, Activity beingtrack 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 salesVisible boards showing best PBA, 1 st Visible boards showing bestrunner up, Quality star and best PBA and teams in terms ofteam 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. 23. Contents▪ Voice of the Customer▪ Process efficiency▪ Performance management▪ Organisation and skills▪ Mindsets and behaviours
  24. 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. 25. Contents▪ Voice of the Customer▪ Process efficiency▪ Performance management▪ Organisation and skills▪ Mindsets and behaviours
  26. 26. DiagnosticFocus group workshop helped PBAs identify key organizationalissues 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. 27. DiagnosticFocus group workshop helped PBAs identify key organizationalissues 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. 28. Diagnostic 28
  29. 29. Tollgate reviewAgenda : Present diagnostic findings to Decision making group & take approval to design solutions for the samePresented by Lean Project teamReviewed by Super sponsor along with Decision making groupDate 13 Jul 2011Outcome Project team authorized to design solutions 29
  30. 30. DESIGN PHASEIMPROVE 30
  31. 31. Contents▪ Summary▪ Voice of the Customer▪ Process efficiency▪ Performance management▪ Organisation and skills▪ Mindsets and behaviours
  32. 32. DesignCustomer 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. 33. DesignDesign solutions will have a positive impact on first contactresolution 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 monthSOURCE: Team analysis 33
  34. 34. Design Doc ID TBDVOICE OF CUSTOMER Monthly transactional surveys will be used to further drive and sustain improvements over timeSnapshot 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 responsibilitySOURCE: Market Probe monthly transaction survey, team analysis 27 34
  35. 35. DesignPROCESS 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 agentsCalculation 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 = 4605B. Daily productivity of PBA = Total productive hours (7) * calls /hour (10) = 70 calls per dayC. Base load team required on floor (A/B) =65D. Total Base Load team (factoring 28% leaves) = 91E. Total team strength =101F. Flexi team (E-D)=10G. Calls pr hour is =10 (60mins / AHT 5.88 mins (353 secs)SOURCE: DBC Interval report Jun-11 35
  36. 36. DesignPROCESS EFFICIENCYFlexible staffing model will enable optimum utilisation ofagents’ 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 30SOURCE: Team analysis 36
  37. 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. 38. DesignPROCESS EFFICIENCY The design focuses on processes that deliver the most 2 impact High Impact Average monthly Diagnostic Design volumes after Opportunity OpportunityType 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. 39. DesignPROCESS 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 termrequests in a single activity requests in a single CRM and timelinein CRM activity Decisions required Overall impact ~3% ▪ Budget approval for procurement and system enhancement increase in capacitySOURCE: Team analysis 39
  40. 40. DesignPROCESS 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 CRMSOURCE: DBC 40
  41. 41. DesignPROCESS 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 designSOURCE: Mashreq Knowledge Management System 41

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