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Process transformation in theContact Centre (DMAIC). AXA Страхование. Irina Chupilina

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Полный обзор проекта решения проблемы улучшения качества обслуживания страховых случаев в соответствии с методологией DMAIC

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Process transformation in theContact Centre (DMAIC). AXA Страхование. Irina Chupilina

  1. 1. Process transformation in the Contact Centre (DMAIC) Irina Chupilina
  2. 2. Executive summary Project Background In frame of Telehandling project was developed new claims handling process to allow clients to declare claim in remote mode (by phone, e-mail, etc.) One point of collect all remote requests from the clients is Contact center. The most important efficiency indicators for CC is SL and CARC. New process of declared claims demands new CTQs. AXA WAY process allow measure, improve and control process. Goal Statement  Measure of all stages and all types of declared claims  To define and analysis the defects of process  To measure customer satisfaction and clients expectations  To measure sigma of process  Defined new opportunities for changing and improving according to investigation results and taken decision.  Recalculate goal number of FTE according to business increase plans Business Rationale To measure all stage of declared claim allow to define weak points in the process. To improve process, reduce CT for declare claim. To collect customer expectations, satisfactions and CTQ to allow measure sigma process. 2
  3. 3. Customer survey and process sigma Participants of process involved in moment of truth Customer survey and VOC collection  For data collection 221 clients had been surveyed. These clients declared claims through CC. Survey was provided by “Teleperformance” company and consisted of questions* * - detail in slide # 14: Client: I want to register claim within 5 minutes right at first call for 5 min for 10 min # of registered claims during pilot141 141 # of defects 123 54 DPMO 872340 382979 Sigma 0,36 1,8 Questions Total satisfied 1. As far as you were satisfied of possibility to registrate claim by phone without need to visit insurance company? 86% 2. As far as you were satisfied to operator avalible for claim registration 92% 3. As far as you were satisfied of duration claims registration 85% 4. As far as you were satisfied of competence and quality consultation about further step after registration 93% 5. Polite and friendly speech of operator 90% 6. Is you claim was registred at once to call in IC or you need to call back 62% 3
  4. 4. Process analysis 5 types of processes in CC for claim registration 1. Target process for mass claim (different problem with contract) 2. Target process for mass claim (without problem) 3. Target process for nonmass claim 4. “Peak time” process for mass claim 5. “After weekend” process for mass claim* * without the account of the spent time on the side of assistance company According to this chart analysis: We have to work with peaks 1)There are main peaks on Monday morning. Average on Monday (for example 11/02 were registered 238 claims among them 96 were in weekend) approximately 50% weekend claims 2) A lot of non identifies call comes through IVR CLAIMS At this moment operators try to peak up all calls (opening+claims+assist) that is why operators looks like as a bottle neck in peak time. 4
  5. 5. IVR calls distribution to operators (as is and to be) AS IS TO BE 5 All calls for Claims handling come through IVR (Opening+claims+assist) come to one group with equal operators skills . C All calls for Claims handling come through IVR (Opening+claims+assist) come to different groups. Claim group Infoline group AssistanceCH process+claim status infoline Internal prioritization Internal prioritization Other activity Supervisers Claim Opening - Complience - Info about products Other activity - Opening with client - After call work for opening - Receive mission from garages - Call to client about visit to garage - Subrogations request - Consultation of status claim - Consultation of CH process - Opening with client - Subrogations request Claim status group Infoline group Assistance Opening group CH process+claim status infoline Internal prioritization Internal prioritization Internal prioritization Other activity Supervisers Claim Opening - After call work for opening - Receive mission from garages - Call to client about visit to garage - Consultation of status claim - Consultation of CH process - Complience - Info about products Other activity
  6. 6. Statistics of data collection and measure In project time scope (since 24.01 till 25.02): Measure 141 claims declared through Contact center. 16 operators took part in measure stage* *- detail in slide # 16 All types of claims  CASCO (mass/non mass), MTPL (guilty/victim), Property  IT systems Cleva (dummy/non dummy) and 1C7.7 Stage of declare claim was divided: With client  Identification  Opening  Definition of the circumstances of claim  Choice of garage  Consultation to client after registration Without client  Complete claim  Mission direct  Request to bank  Claim direct * - Number , duration of requests for consultation of CH process were not measure (out of scope) Registration stage with client for all types of claims has non normal distribution and average time is 10 minutes but we have potential to improve to 7 minutes Registration stage without client for all types of claims has variation due to different sub processes. But it has non normal distribution and average time is 11 minutes but we have potential to improve to 7 minutes 6
  7. 7. Value add and non value add analysis all kinds of process 5 kind of processes in CC for claim registration 1. Target process for mass claim (different problem with contract) 2. Target process for mass claim (without problem) 3. Target process for nonmass claim 4. “Peak time” process for mass claim 5. “After weekend” process for mass claim* * without the account of the spent time on the side of assistance company Waste № process Number steps (number osteps till registration) Total process time (min) Value add (%) Value add (business) (%) Non value add (%) 1 32 4114 0,2 59,8 40,0 2 26 2946 0,3 50,5 49,2 3 15 39 20,5 78,2 1,3 4 34 (6) 3643 0,3 44,0 55,7 5 36 (7) 2974 0,20 50,09 49,71 № process waiting (%) transportation (%) failure (%) motion (%) rework (%) overproductio n (%) 1 0,0 4,4 35,2 0,4 0,1 0,0 2 49,4 0,1 0,0 49,3 0,0 0,0 3 0,0 0,0 0,0 1,3 0,0 0,0 4 2,6 6,7 39,7 0,1 9,1 0,1 5 0,4 0,8 48,7 0,2 0,2 0,1
  8. 8. Fishbone (Route course analysis) Why opening process has variation and so long? ProcessMethodsIT Measurement Mother nature People 1) All calls for Claims handling come through IVR (Opening+claims+assist) come to one group with equal operators skills 2) Differences of contracts, types, segments claims 3) Variation of process during a day 4) Redundancy in process 5) Many consultation calls about CH process 1) Switching between the systems 2) Switching between cells in one IT system 3) Filling of surplus info necessary for further actions 4) Low data quality 5) A lot of IT systems 1) Low skills of operators 2) Problems with make decisions for nonmass claims 3) Failing in coaching 4) Absence of competition between operators 1) Working hours from 9 a.m. till 6 p.m only working day 2) Season peaks 3) Dummy/nondummy contracts 4) Problem with contracts in IT systems 1) Filling different forms for request to bank, assistance company 2) Put attachments for dummy claims 3) Scenario and process steps are not integrated with IT systems for registration 1) Peak time 2) Personal KPIs and dash boards 3) Reporting and control system 8
  9. 9. Background Information • In the scope of the Telehandling project Claims handling TOM and particularly new process of opening of claims (opening, orientation and assignment) was implemented (possibility for customers to notified about claims in remote mode (by phone, e-mail, etc.). • Contact Center (CC) is one entry point for all remote requests from clients. For new own CC new process, new organization structure, KPIs and SLA were developed and implemented. 1/ Customers` expectation collected 2/ Variation of process with redundancy measured Root causes: • All calls come to one group with equal skills • Failing for coaching, low skills of agents • Huge of peak time • Personal KPIs • A lot of IT systems • Low data quality in IT systems 1/ No identified customer expectations 2/ Low target achievement of the main parameters of CC (SL, CACR) 2/ Extra workload of agents (CC operators) and supervisors 3/ Complex target process 1/ Peak time 2/ Target process 3/ Divide streams 4/ KPIs 5/ Motivation and coaching New process and new structure of CC demands investigation on the customer expectations and optimization following new CTQs AXA WAY project was launched Define Measure / Analysis Improve Satisfaction level
  10. 10. Streams for Improve 1. Analysis of statistics and making decision about change of working time. 2. Together with IT to choose the options for support 3. New agreement with providers 4. Changing of voice messages and routing in IVR 5. Together with Marketing department preparing the communication strategy about new working time of CC 6. Together with HR preparing of new contract for employee 7. Preparing of new sliding schedule for employee Working packages Future steps 4 streams for improving defined Stream 1) Services Stream 2) Motivation and KPIs Stream 3) HR policy Stream 4) IT and reporting Each of streams consist of steps Each step consists of working packages Step 0 To decrease peak time To divide streams of calls To optimize process for mass claim To expand services and keeping target parameters 
  11. 11. Streams for Improve - Services 1. Allocation of 6 the most skilled agents to main skill “Claims_consultation” 2. Dividing of agents in 3 groups 3. Providing of special trainings for operators with different level of skills 4. Providing of SOPs for different types of claims Working packages To decrease peak time To divide streams of calls To optimize process for mass claim To expand services and keeping target parameters Future steps 
  12. 12. Streams for Improve - Motivation and KPIs New KPIs Creating of teams and new approach of coaching Whiteboards and motivation Competitions and adding of new personal KPIs  Future steps  Working packages 1. Expanded KPIs 2. Providing of special trainings for operators with different level of skills 3. New quality assessments list and disciplinary list Number of individual KPIs was changed and increased PersonaltargetsGeneraltargets Board with day results Whiteboards in AXA CC is prepared in Excel and consist of tasks  Each team member has a dedicated line on the Whiteboard  For each team member tasks are added to the Whiteboard for the entire week  Tasks which cannot be further progressed are moved to the parking area  Completed tasks are moved to the done area Target 1half 2013 Target 2half 2013 SL(%) 65 70 CACR (%) 90 93 Cusomersatisfaction 90 90 Share of categorization calls (%) 70 10 Average time of registration claim (min) 10 10 Quality assesments 70 50 Parameters of target process (numberof inbound/outbound calls), % 30 Parameters of Productivity (numberclaims/time in status "opening claim"), % 70 Disciplinary list 3 Assessment 75  More detailed on the next slide
  13. 13. Streams for improving - HR politics New approach of recruiting Improving career plan New approach for new employee trainings  Future steps Working packages 1. Developing of new contract with call agents 2. Implementation of probation period with possibility to stop it and monthly evaluation during probation period 3. Changing of recruiting approach 4. Conducting an internal scope for staff in CC and developing of internal action plan 5. Changing of some points in career plan regarding moving of agents from CC to another divisions in the Company
  14. 14. Streams for Improve - IT and reporting Improving of reporting on Cleva Improving reporting system in Genesys Calculate sigma process Creation of “front-end” and integrate it with Cleva Customer portal as alternative Quality of customers’ data  Future steps Working packages 1. Creating of new tools in Cleva for measure activity “Claims_consultation” 2. Developing of new reports in Cleva 3. Developing of new reports for individual evaluation of agents 4. Implementation of some procedures for improving workloads in Cleva Конфиденциально-Confidential Звіт 35 для контролю консультацій операторів Контакт-центру, за період - щомісячний (01.07.2013 - 31.07.2013) . Дата та час формування звіту: 20.08.2013 15:34:55. Кількість даних: 1 256 Код задачі Дата задачі Текст задачіАвтор задачіСтрахова справа Дата реєстрвції справиСтатус справи на момент створення задачіВид страхуванняПрограма страхуванняХарактер страхової справиСегмент страхової справи CS_CONSULT 26.07.2013 1 - Запит від клієнта. Необхідність надати консультацію по справі. Прохання звязатись із ДЕМИДОВИЧ ГРИГОРІЙ ЄВГЕНОВИЧ 0674019657. ДякуюЛИТВИНЕНКО ЮЛІЯ ОЛЕКСАНДРІВНА2011/V/OMTPL01903 21.06.2011 16:57:49 В роботіОСЦПВВНТЗОСЦПВВНТЗ (шаблон для врегулювання збитків за договорами з 1С)[ОСЦПВВНТЗ] Дорожня подія з ушкодженням ТЗ та без травмування третіх осібСпецифічний CS_CONSULT 16.07.2013 4 - Запит від клієнта. Необхідність надати консультацію по справі.ГУСАРЕНКО РИММА1.001.13.08021 18.06.2013 11:04:25 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (1 учасник)Масовий CS_CONSULT 16.07.2013 5 - на контрольЗапит від клієнта. Необхідність надати консультацію по справі.ГУСАРЕНКО РИММА1.001.13.08021 18.06.2013 11:04:25 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (1 учасник)Масовий CS_CONSULT 15.07.2013 3 - Запит від клієнта. Необхідність надати консультацію по справі.РУБАН АЛІНА (НЕ ПРАЦЮЄ)1.001.13.08021 18.06.2013 11:04:25 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (1 учасник)Масовий CS_CONSULT 15.07.2013 2 - Запит від клієнта. Необхідність надати консультацію по справі. Клієнтку цікавить термін затвердження рахунку. Прохання звязатисяВОЛКОВА МАРИЯ1.001.13.08021 18.06.2013 11:04:25 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (1 учасник)Масовий CS_CONSULT 04.07.2013 1 - Запит від клієнта. Необхідність надати консультацію по справі. Обратилась Лещенко Мария, хотела узнать пришли ли документы с СТО и когда будет проплата. ТелКОЗОВИЙ ДМИТРО1.001.13.08021 18.06.2013 11:04:25 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (1 учасник)Масовий CS_CONSULT 29.07.2013 1 - Запит від клієнта. Необхідність надати консультацію по справі. В КЦ звернулась страхувальник з питанням чому так пізно відправили запит в банк 25.07.13. ЦікавлМІРОШНИК СВІТЛАНА1.001.13.08229 20.06.2013 14:16:16 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (2 учасника)Специфічний CS_CONSULT 16.07.2013 5 - Запит від клієнта. Необхідність надати консультацію по справі.ГУСАРЕНКО РИММА1.001.13.08012 18.06.2013 10:41:29 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (2 учасника)Специфічний CS_CONSULT 16.07.2013 6 - на контроль Запит від клієнта. Необхідність надати консультацію по справі.ГУСАРЕНКО РИММА1.001.13.08012 18.06.2013 10:41:29 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (2 учасника)Специфічний CS_CONSULT 15.07.2013 4 - Запит від клієнта. Необхідність надати консультацію по справі. Клієнтку цікавить термін затвердження рахунку. Прохання звязатисяВОЛКОВА МАРИЯ1.001.13.08012 18.06.2013 10:41:29 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (2 учасника)Специфічний CS_CONSULT 05.07.2013 2 - Запит від клієнта. Необхідність надати консультацію по справі. В контакт центр звернулась ПОВТОРНО! Марія Олександрівна. Клієнт давно пройшов огляд на СТВАСИЛЕНКО ОЛЕСЯ1.001.13.08012 18.06.2013 10:41:29 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (2 учасника)Специфічний CS_CONSULT 05.07.2013 3 - ПРОХАННЯ ПРОКОНТРОЛЮВАТИ ДЗВІНОК КЛІЄНТУ. В контакт центр звернулась ПОВТОРНО! Марія Олександрівна. Клієнт давно пройшов огляд на СТО і цікавиВАСИЛЕНКО ОЛЕСЯ1.001.13.08012 18.06.2013 10:41:29 В роботіКАСКО КАСКО (шаблон для врегулювання збитків за договорами з 1С)[Каско] Дорожньо-транспортна пригода (2 учасника)Специфічний
  15. 15. Results and Benefits Results Benefits Services Motivation and KPIs  Ready- ness for Future step  HR politics IT and reporting Topic • Peaks in day after weekend were decreased • Calls with new claims were separated from call related to open claims and general consultation • 3 concurrent groups of agents were created • Expanded individual KPIs • New approach of coaching • Higher SL and CACR against the background of increasing number of claims and calls (appr 30% of Monday’ calls) • More skilled agents for claims consultation = higher clients satisfaction • Individual approach to each call agent for assessment and motivation • Addressed continuous trainings • Savings in budget - new employees come only to junior position • New contract with expanded points of security and has points about tests in probation period • New approach of recruiting • New contract with call agents • New tools and reports for controlling of process and calculation of KPIs • New opportunities for calculation of KPIs and controlling of processes.
  16. 16. Focus on Change Management D FV R>+ + Dissatisfaction  Claims Handling department: operators on Contact Center are low skilled, not disciplined, do not follow the procedures  Contact Centre: exhausting workload, peak time, complicated process to follow Vision  Improve education approach; transparent KPIs  Peak time management with new sliding schedule for employee to reduce workload  Piloting simplified solution First Step  Individual KPIs followed by personal motivation and engagement  Lead time for claims handling decreased  Clients satisfaction improved  Relief for operators due to cancellation non value add steps in the process Resistance  New process optimization: why to optimize just launched process?  Why to split into the groups and streams to compete with each other?  Why to change the KPIs and approach to education with post- control?
  17. 17. Key Learnings Individual measurements of operators Business value add contradictions Acceptance and engagement Sliding schedule for employees - Deep analysis of issues, - Process variation and opportunities for segmentation, - Best practice bench mark Following Individual KPIs monitoring the employees were engaged & motivated to show week areas for personal improvement  Still some non value add steps in the process of CC operators are considered as business value add  Piloting of simplified process will address the resistance Real relief that employees were experienced helped to overcome the fears to work on sliding schedule on Saturdays 1 2 3 4

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