- Delwarca is a software company that provides customer support through four units, including Remote Support managed by Jack McKinnon - Customers were dissatisfied with long wait times under the previous single-phase support system - McKinnon introduced the Rapid ID process which employs "Director Associates" to direct calls to the appropriate support level, reducing wait times and increasing customer satisfaction and capacity utilization

1. Group 9
Santosh Mishra (10228)
Shweta Kumari (10232)
Srishti Singh (10236)
Tanay Loya (10240)
Chirag Ved (10244)

2.  Delwarca is a global supply chain management software provider
 It delivered its customer support through four separate units:
 Software Development
 Field Support
 Critical Support
 Remote Support
 Jack McKinnon, manager of Delwarca’s Remote Support Unit, changed the process of
handling the incoming calls, known as Rapid ID
ABOUT DELWARCA
2

3. Customers were
dissatisfied with the long
waiting time
• Multi-channel, Single Phase system
• The customers service
Arrival: Calls received Operator
Waiting Line: The time taken by
Delwarca to resolve the issue
Exit: After the issue is resolved
• Customers had to wait at every step to
get their calls connected to the next
person
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4. Change in the process
• Introduction of Director Associates, also
known as Sorting Hats
• Responsible to direct the calls based on the
intensity of the issue
• Probability to get the problems solved at the
first step increased
The change was done to decease the Total
Time taken and hence increase the
Customer Satisfaction and Capacity
Utilization
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5. Pre-Rapid ID Customer Distribution percentage
Post Rapid ID Customer Distribution percentage
The ratio at which
customer problem was
solved by Associates and
Senior Associates changed
5

6. President
Head, Software
Support
Manager, Remote
Support
Senior Associate
Associate
Employee Numbers Salary Overhead % Average Cost
Associates 12 $40,000-
$60,000
26% $63,000
Sr. Associates 7 $70,000-
$90,000
23% $98,400
TOTAL $14,44,800
Pre-Rapid ID employee segregation
Post-Rapid ID employee segregation
Employee Numbers Salary Overhead % Average Cost
Associates 11 $40,000-
$60,000
26% $63,000
Sr. Associates 8 $70,000-
$90,000
23% $98,400
TOTAL $14,80,200
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7. • Working Hour: 8 hours per day, i.e. 480mins
• Break time: 60 mins, Effective Working Time: 420mins
Pre rapid Post rapid
CTC Associate Senior associate Associate Senior associate
$ 66,780.00 $ 98,400.00 $ 66,780.00 $ 98,400.00
Employee 12 7 11 8
CTC per day considering (240 days) $ 3,339.00 $ 2,870.00 $ 3,060.75 $ 3,280.00
Total calls taken 135.798 104.46 101.52 122.2
Total calls resolved 69.64 104.46 65.8 122.2
Cost per call $ 24.59 $ 27.47 $ 30.15 $ 26.84
Cost per call resolved $ 47.95 $ 27.47 $ 46.52 $ 26.84
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8. • Working Hour: 8 hours per day, i.e. 480mins
• Break time: 60 mins, Effective Working Time: 420mins
Pre-Rapid Rapid
Associate solved 0.78 30.2 4,099 Associate solved 0.54 27.4 2,782
direct senior associate
solved 0.22 21.6 827
direct senior associate
solved 0.18 23.6 799
Indirect senior
associate solved 0.38 19.1 1,263
Indirect senior
associate solved 0.19 17.2 614
Utilized capacity 6,188
Direct to specific
senior associate 0.28 24.4 1,284
Total Capacity 7,980 Utilized capacity 5,479
Utilized capacity
7560.
00
Capacity Utilization in Pre-Rapid 78% Capacity Utilization in Rapid 72%
Utilization of
Associates 81%
Utilization of
Associates 60%
Utilization of Sr
Associate 71%
Utilization of Sr
Associate 80%
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9. Associate Senior assoiate
Current rapid id average service rate 2.04 2.39
Replacing the worst performer with avergae one 2.29 3.02
Improvement 12% 21%
Change is resolution Time
Percentage Pre Rapid Percentage Post Rapid
Call solved by associate 0.4 66.8 0.35 41.5 -38%Decrease
Call solved by specific sr. associate 0.22 47.5 0.28 83.2 75%Increase
Call solved by indirect sr associate 0.38 109.6 0.19 97.2 -11%Decrease
Call solved diectly by sr associate NA NA 0.18
Improvement in Capacity Utilization by Replacement of bottom two worst performers
Change in Resolution Time before and after updated
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10. 10
After implementing Rapid ID method
Wait time for
Associates decreased
significantly
Wait time for Sr.
Associates increased
Wait time for Specific
Senior Associates also
increased

11. Before Rapid
ID
After Rapid
ID
Utilization of Associates 81% 60% Decrease by 21%
Utilization of Sr Associates 71% 80% Increase by 9%
Labour Cost per call (Associates) $ 24.58 $ 30.14 Increase by 22%
Labour Cost per call (Sr. Associates) $ 27.47 $ 26.84 Decrease by 3%
Cost per Call resolved (Associate) $ 47.94 $46.51 Decrease by 4%
Cost per Call resolved (Sr. Associate) $ 27.47 $ 26.84 Decrease by 3%
Resolution Time
Calls resolved by Associates 66.8 mins 41.5 mins Decrease by 38%
Calls resolved by Specific Sr. Associates 47.5 mins 83.2 mins Increase by 75%
Calls resolved indirectly by Sr. Associates 109.6 mins 97.2 mins Decrease by 11%
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12.  Associates should be trained so that bottle neck of Sr. Associate reduces
 More calls need to be diverted to Associates to increase the capacity utilization
 Instructing Field and Critical employees to not promote any employee in front of
the client unless it is necessary to do so
 Talking to Aronson (Associate), Shah (Associate) and Sacks (Sr. Associate) to
understand why they are taking so much time per call and replace if required
 Directors can request clients that we will call them back if Director thinks that the
Sr. Associate won’t be available soon
 If possible, then only follow up calls can be directed to specific Sr. Associates
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13. Thank you
.