Project Overview - Pfister Time & Motion Study 2017

PI Project Overview
Pfister Time & Motion Study
June 2017

The Background

3© 2017 Alorica Inc. All rights reserved.
Challenges to meet AHT goal
The Background
• Even though Pfister has been getting
closer to target throughout the year,
there’s still a challenge of getting the
AHT below the 7.3 mark
• Need to understand the
controllability of the time in the
overall AHT
• Lack of standardized reporting and
monitoring process for maximum
efficiency in agent follow-up and
development
7:50
8:13
7:42
7:45
7:52
7:49
7:19
7:26
7:33
7:40
7:48
7:55
8:02
8:09
8:16
January February March April May June
Goal: 7:30

The Approach

Approach to Process Improvement
The Approach
• Stopwatch Time & Motion study of
the Call Flow process with an aim to:
- Identify unnecessary motions and
improve efficiency
- Understand AHT and areas needing
improvement
- Understand controllability of time
- Identify process drivers and agent-
controlled behaviors
Alorica’s Process Innovation Team implemented the Time & Motion
study as Best Practice for deep AHT understanding and to
identify the best process of motions for maximum efficiency

Time Study and Data Analysis
The Approach
1. Gathered call flows and
scripts and familiarized with the
current process agent spend
their time when assisting
customers
Through rigorous collection and inspection of the data, the PI Team determined where agents take the
longer time to help TM’s focus on the most impactful areas of the Call Handling process.
2. Collected pilot data using
stop watch to time every action
and ensured to make
appropriate notation of unusual
activities
3. Based on the pilot data,
determined the average time it
takes Pfister agents to
complete each element along
with the adequate time it
should take
4. This helped identify the
areas needing improvement
and that agents take longer to
complete as well as the
uncontrollable time of the
overall AHT

The Analysis

Process Opportunities
The Analysis
00:00.0 00:43.2 01:26.4 02:09.6 02:52.8 03:36.0
Committed to the process-
driven problem solving
approach to measure the
quality and stability of the
current Contact Handling
process, we broke it down by
avg. time in effort to identify
potential weaknesses and
what agents are doing
incorrectly.
Closing
Process Warranty
Steps Taken
Product Issue
Validate Warranty
Identify Product
Profile Process
Greeting
How Process Time should be Actual Process Time
8.4 vs 6.5
Current Time vs. How it should be
2:3vs 1:21
1:18 vs 1:03
21.3 vs 16.0
2:3vs 1:30
3:06vs 2:00
1:40 vs 1:30
20.6 vs 12.0
AHT would reduce by 3 minutes if followed adequately

?Agent-controlled Opportunities
The Analysis
The Process Innovation Team
was also able to identify
agent-controlled behaviors
that are contributing factors to
higher AHT and inhibiting the
Pfister Team achieve the
optimal levels of AHT to
satisfy client goals, while
providing enhanced customer
experience.
Dead Air
KEY contributing factor to
higher AHT due to agents do
not seize these moments to
educate customer about
Process Warranty or a helpful
information in advance
Active Listening
Observed agents with big
barriers to listening skills, not
understanding from the
beginning the customer’s
case and thus causing the
customer to repeat the
information
Communication
Agents not articulating
themselves effectively when
providing information to the
customer thus resulting in the
customer asking for the
question multiple times

The Actions

Standardized
Reporting Process
The Actions
Based upon many opportunities in
the current Performance
Management and the lack of an
efficient reporting process, The PI
Team designed an AHT Outlier
Report along with strategy that will
help Pfister TM’s accomplish the
following:
IDENTIFY and follow-up agents
that are underperforming in AHT
TARGET plans and actions for
agents identified in the outlier
reporting
Receive daily and TIMELY
performance thus clearing up
time to manage, coach and
develop agents
TRACK performance on a
daily basis by agent level

Standardized Reporting Process
The Actions
7400005
7400006
7400010
7400011
Reyes,
Hairo
Luna,
Ricardo
Cuevas,
Eva
Rosario,
Estarlin
Eduardo
Santana
Eduardo
Santana
Alayla
Osorio
Alayla
Osorio
Agent
ID
Agent
Name
Team
Lead
60
82
131
95
27
41
62
43
-34
-41
-69
-52
503
564
1093
822
9.1
8.8
6.0
7.8
10.3
8.5
5.9
8.0
1.2
-0.3
-0.2
0.2
8.5
7.9
6.0
8.0
0.40
0.94
0.68
4.56
0.31
0.90
0.76
1.44
-0.09
-0.04
0.08
-3.12
0.91
1.14
1.57
2.71
6/26
Answered Call
6/27 DBD MTD
AHT
6/26 6/27 DBD MTD
Hold
6/26 6/27 DBD MTD
Detailed AGENT INFORMATION
for rapid identification
Performance for PREVIOUS DAY and the DAY
BEFORE with DAY-BY-DAY CHANGE to
review if AHT went up or down
MTD data for agent monthly
performance monitoring

The Results

The Results
Driving Transformation
After project execution, Pfister was able to consistently reduce the AHT while creating
an environment in which the Team Managers had an increased time to coach and
develop their agents, in addition to micro-manage performance with a seamless
reporting strategy.
07:32
07:40
07:26
07:14
07:12
07:18
06:55
07:03
07:12
07:21
07:29
07:38
07:47
July August September October November December
Goal: 7:30
This solution resulted in an overall reduction of 6%
of the AHT, meaning 30 seconds less

PROCESS INNOVATION TEAM
Fully committed to driving innovation and develop efficient solutions and ongoing projects to elevate
Operational efficiency and optimize business
MISSION: Identify performance gaps and find areas that could be improved,
analyze and improve existing processes within the organization to meet client goals
and objectives
METHOD: Oversight the daily operation, provide support to help improve efficiency
through planning, coordination, execution and successful completion of projects
according the needs
• Research
• Data Collection
• Analysis
• DMAIC type of approach to process improvement projects
• Leader in establishing industry best-practice
VISION: Provide superior support and valuable expertise, which propels our clients
and partners to exceed their strategic goals and focus as much upon Process
Improvement

ESSENTIAL R&R’s
• Identification of risks and their causes
• Estimate like-hood and impact of risks
• Continuous monitoring to control/minimize risks
RISK SENSING
• Identification of patterns and/or relationships in data
• Analysis of issues and their root causes
• Focus on root-cause and establish long-term solution
DATA ANALYSIS
• Planning of solutions and recommendations
• Liaison with Operations for review
• Deployment of full-scale project plans based on opportunities
CORRECTIVE ACTION
• Break apart and create detailed flows of the customer experience
• Identify break downs/variances
• Weight the impact and prioritize based on financial and or experience gain
PROCESS ENGINEERING
Risk Analysis
Monitor &
Review
Root-cause
Analysis
Surveying
Cause & EffectPareto ChartT&M Study
Summary Chart
AnalyticProcess
Milestone Plan
RACI Matrix
Action Plan
Gantt Chart
Run ChartOrg. ChartSWOT Analysis
Project Outline
ProcessFlow
Chart
Gap Analysis
ManagingRiskStrategyPlanning
Workload & Tools

DEDICATED RESOURCE FOCUSED IN EFFICIENCY
• Alorica’s Process Innovation Team implemented study for non-defect transfers
o Looking for ways to reduce costs
➢e.g. averaging $250/truck roll in parts & labor
• Analyzed Millions of service calls spanning 3 years
• Realized a change in policy & procedure regarding coding and how NDT (non- defect transfer) is tracked would
offer significant savings
• Made proactive recommendation to Samsung
• Samsung’s Triage Team implemented the recommendation
From Truck Roll Savings to Global Best Practice
• Samsung made this a World-Wide practice
o 1st time ever for a vendor best practice to be implemented globally
Alorica saved Samsung $225K/ month in Truck Rolls

PI QUANTUM LEAP
With Quantum Leap, a potential ramp could mean experience in overall Digital TV
solutions from sales, retention, technical support and remote access
(W3) 16%
Time
NDTPerformance
(W5) 6pt decrease 9.93%
(W10) +3pt decrease to 6.44%
(W14) +2pt decrease to 4.17%
(W19) 3.89%
$2M USD Saved
Maximum Results in Short Timespans
Goal: 7.60%

CLOSED LOOP PROCESS
Samsung and Alorica work closely together to create an ecosystem, enhancing BP and agent experience.
The Process Innovation Team is committed to multiple ongoing projects to optimize business
Risk Sensing
Analysis
Review impact
by action taken
Revise action
plans based on
performance
CONTROL
Phase
Correlation Analysis
Action Planning
Execution
Tracking Results
1
3
PI Monitoring
2
• Daily/weekly KPI index
monitoring
• Proactive alarm/reminder

About Alorica

Alorica
About Alorica
Alorica is a leading provider of Business Process
Outsourcing solutions that span the entire customer
lifecycle. Good, glad we got that out of the way. Here’s the
deal —we think serving customers is awesome. And that’s
why, when it comes down to it, we really only do one
thing—we make lives better…one interaction at a time.
PASSION ● PERFORMANCE ● POSSIBILITIES
These are the principles that guide us in helping others
make better choices and informed decisions. They’re
more than words. They’re our rally cry.
PASSION
Everything starts with conviction. A desire to
obliterate the status quo, and the audacity to
believe that we will. We’re problem solvers.
Question answerers
Strategic dreamers. We see every
interaction as an opportunity to create
opportunities—for our customers, our
clients, our colleagues and our communities.
PERFORMANCE
We’re 110% committed to the end result.
Onward and upward, it’s all about taking our
clients to the next level. And we give it our all,
no matter the challenge. They say go big or
go home. We don’t believe in the latter.
POSIBILITIES
100,000 employees. Operations in 16
countries. Over 70% of our clients are Fortune
500 companies. So where do we go from
here? Anywhere. Everywhere. We’re always
innovating, evolving, imagining new ways to
continuously improve. Some
see the sky as the limit. We see the sky as
a stepping stone.
WHAT’S IN OUR SECRET SAUCE?
A spoonful of customer care. A dash of
technical support. A pinch of revenue
generation. Equal parts receivables
management, customer retention and
reverse logistics. Fulfillment and B2B
solutions, for sweetness. And finally,
hosted contact center solutions, direct
response and back office processing for
that added kick. Guess it’s not so secret
anymore, huh…

Project Overview - Pfister Time & Motion Study 2017

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