a failsafe methodology for rapid operational improvement · a failsafe methodology for rapid...

A Failsafe Methodology for Rapid Operational Improvement

Sean Tyler and Steve Campbell will show you Marathon Partner's failsafe methodology for achieving rapid operational improvement in the contact center and back office. And what it takes to sustain those improvements year over year!

Highlights of the approach include: the two-week analysis, a roadmap for change, urgent yet sensible change management, agile process improvement and the system for managing (SFM). Core to sustainable change is the premise that the SFM is not intended to occur once in a while. It is a philosophy, a way of communicating and is designed to be a commitment to coaching and continuous improvement (3Cs).

Click to edit Master title styleExecutive Summary

o The key elements of a performance improvement methodology guaranteed to deliver results include:

– Two-Week Analysis

– Roadmap for Change

– Urgent Yet Sensible Change Management

– Agile Process Improvement

– System for Managing (SFM)

o Core to sustainable change is the premise that the SFM is not intended to occur once in a while. It is a philosophy, a way of communicating and is designed to be a commitment to coaching and continuous improvement (3Cs)

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Click to edit Master title style

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Methodology Overview

Phase 1: Analysis

Establish performance baseline for

cost, quality and service

Conduct comprehensive current-

state analysis

Identify and quantify improvement

opportunities

Establish trust and credibility with

your team

Develop solution roadmap and

implementation plan

Performance Improvement Project >>Analysis >>

2 weeks 16 – 20 weeks

Go / No Go

Phase 2: Performance Improvement Project

Use elements of Six Sigma, Kaizen, Agile and ABM to enable process

innovation and performance management

Improve processes based on observations, data analysis and design

workshops

Implement cloud-based performance management solution and

active supervision disciplines

Use effective change management strategies to roll out change

sensibly

Train leaders, conduct knowledge transfer and implement sustained

improvements


o First Objective: Identify and quantify improvement opportunities

o Second Objective: Develop an improvement roadmap and implementation plan with a guaranteed ROI of 2:1

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Analysis Objectives

The Analysis is a low cost, low risk initiative guaranteed to deliver value

Our Promise: If we cannot develop an implementation plan with a guaranteed ROI of 2:1 during the Analysis, we walk away at no cost to you


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Comprehensive Current-State Review

Findings, Business Case

and Final Report

Activity-Based Modeling

CRM

Production Variance

Time Allocation

Benchmark Analysis

Process Excellence

Reporting / Metrics

WFM

Capacity Utilization

Performance Mgmt

Data Analysis

Quality Mgmt

Organization Structure

Best Practice Analysis

Service Delivery Model


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Two-Week Analysis Timeline


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Two-Week Analysis Timeline


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The Analysis is comprehensive indeed, but there are a few critical elements that will guarantee

success….


o Kick Off Meeting

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Two-Week Analysis Critical Elements

Short and sweetProvide high level overviewSet clear expectationsAnswer questions

M T W Th F M T W Th F

Week 1 Week 2


o Kick Off Meeting

o Opening Interviews

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1:1 w/ managers, supervisors and SMEsOne hour maxDeeper dive into what’s working vs. notStructured and unstructured dataBuild rapport


Week 1 Week 2


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Interview Insights


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Interview Insights


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Interview Insights


o Kick Off Meeting


o Data Analysis

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Performance reportsFrequently used management reportsInterval level detail and wider lensSchedules (actual vs plan)Financials to understand unit cost


Week 1 Week 2


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Data Analysis Insights

Benchmark 50%

Volume flatIncreasing attrition rate

Volume growthExponentially increasing attrition rate


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Data Analysis Insights


o Kick Off Meeting


o Data Analysis

o Side-by-Side Observations

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Hundreds of hours of observationsIdentify best practices & process varianceBreak down process into elementsMeasure and quantify opportunitiesAnalyze technology dependencies


Week 1 Week 2


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Observation Insights

00:00:00 00:01:26 00:02:53 00:04:19 00:05:46

Associate 6

Associate 5

Associate 4

Associate 3

Associate 2

Associate 1

Duration (hh:mm:ss)

Greeting/Problem ID Customer Verification Research/Resolution Closing

Doing customer verification on every call, even when not needed


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00:00:00 00:01:26 00:02:53 00:04:19 00:05:46

Associate 3

Associate 2

Associate 1

Duration (hh:mm:ss)

Greeting/Problem ID Customer Verification Research/Resolution Closing

Agent 2 had best first call resolution rate


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o Kick Off Meeting


o Data Analysis


o Daily Debriefs

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15 minutes at end of dayExecutive sponsors and MarathonUpdate on activity and findingsAgree on direction/scope for tomorrow


Week 1 Week 2


o Kick Off Meeting


o Data Analysis


o Daily Debriefs

o Midpoint Presentation

o Final Presentation

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In-depth findings reviewDeep dive into operational issuesQuantification of key opportunitiesBusiness case focused on key issuesExecutive presence


Week 1 Week 2


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Analysis Summary

AllLeaders and

TeamsRepresented

6“Day in the Life”

Studies

342Side by side

Observations

26Interviews

328Hours on call center floor

DozensReports and SchedulesAnalyzed


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Summarize the key findings….


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Priority Issues Identified During a Recent Analysis

Workforce Management: There are several areas within WFM that require urgent attention. Gaps include: setting strategic direction, assessing future workforce needs, modeling the current workforce, identifying gaps, intraday management and use of existing technology.

Performance Management and Coaching: Very little is done in the way of coaching and developing agents. Team Leaders spend most of their time on administrative duties or handling escalations. Agents receive minimal feedback and the tools used fall short of business needs.

Attrition and Retention: The center is suffering from a very high attrition rate (>200%). The issue originates in talent acquisition and extends through training/nesting deep into the steady state operation.

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2

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….and from this, a roadmap for change was built and agreed to….


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20 Week Performance Improvement Roadmap

Key Elements

---Project Coordination

---ABM Foundation

---Workforce Management

---Process Optimization

---ASCEND Performance Management

---System for Managing


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The Project is comprehensive indeed, but there are a few critical elements that will guarantee

success….


o Communication Plan

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Project Critical Elements

Weekly updatesExecutive level engagement / sponsorMidpoint and final presentationTransparency



o Project Liaison

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Client staff on the project teamAgent of changeGreater team efficiencyReduce project costs



o Project Liaison

o Weekly Executive Charts

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Agree on 4-5 measures of successTrack weeklyComplete transparencyMeasure the impact of change


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Weekly Executive Charts



o Project Liaison


o Urgency

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“To achieve great things, two things are needed: a plan & not quite enough time.”

Leonard Bernstein, Composer


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Attrition Rate Required Urgency

Multiple initiatives aimed at stemming attrition led to 65% reduction in two months



o Project Liaison


o Urgency

o Sensible Change

o Kaizen / Agile Approach

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Lead with agent winsImplement change when it’s readyTrickle in improvements (not big-bang)Keep pushing – don’t stop!

Click to edit Master title stylePerformance Management & Coaching

Workforce Management

Attrition & Retention

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Increased TL coaching 272 hours per week across center Developed TL guidelines for LBWA, side-by-sides and QC Eliminated unnecessary customer verification Scripted more efficient call closing and verification Coached agents to apply wrap code during call Reduced auto PCW from 10 to 7 seconds Deployed ASCEND PM Suite and implemented SFM Automated 20+ KPIs and 30+ activities

Designed and implemented call segmentation model Implemented auto-answer Moved to live operator attendance line Updated course content for scheduling groups Implemented new schedules; made adjustments Introduced intraday net staffing and service analysis Set up Dev environment in I3 OT down $300,000 annually; VTO up 1,000 hours monthly

Lowered TL walls to improve line of sight Removed TLs from Assist Queue, replaced w/ Seniors Reduced new-hire training time by 50% Conducted gap training to support new call center design Created career path and conducted feasibility analysis Moved from weekly to daily feedback model for agents Developed criteria for agent movement to new skills



o Project Liaison


o Urgency

o Sensible Change


o System for Managing (SFM)

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Commit to daily, weekly, monthly reviewsStructured with agendas and toolsCoach and focus on performanceIdentify best practices and issuesContinuously manage out variances


o Commitment – To a plan, a routine, a discipline

– Daily, weekly, monthly expectations

– Clarity and consistency across the organization

o Coach – ASCEND coaching approach

– Analyze, Structure, Communicate, Engage, Notate, Double Back

– High and low performers, positive, helpful, encouraging

o Continuous Improvement – The only thing constant is change

– Challenge the team to find opportunities

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SFM is Spelled with Three Cs



o Project Liaison


o Urgency

o Sensible Change


o System for Managing (SFM)

o Performance Management

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It’s all about agent developmentDaily feedback is idealSelf-service feedback is niceCoaching supported by technology


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Performance Management Tools - Coaching

Analyze - ASCEND data, observations, QC monitor, etc.

Structure – Clearly define the goal, write it down!

Communicate – Start with a positive, end with a positive

Engage – Ask the agent for thoughts and feedback

Notate – Document and put in place an action plan

Double Back – Inspect what you expect, follow-up, support

Click to edit Master title styleAscendTM Performance Management & CoachingTools, Reports and Dashboard

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That was a lot…….Let’s take a breath….


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I can’t do that…..


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Yes you can!

Click to edit Master title styleExecutive Summary

o The key elements to a failsafe performance improvement methodology include:– Two-Week Analysis

• Gain agreement on priority issues

• Quantify the value at stake and build your business case

– Roadmap for Change

• Know where you’re going

– Urgent Yet Sensible Change Management

• “The trouble is, you think you have time” – Buddha

– Agile/Kaizen Process Improvement

• Start with wins to get the staff on-board

• Don’t wait to implement good ideas that will add value

– System for Managing (SFM)

• A rigorous system of management disciplines and routines

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Final Presentation

Click to edit Master title styleContact Information

o Marathon Partners Consulting

– www.marathonpartnersconsulting.com

o Sean Tyler

– 412-638-8389

– [email protected]

o Steve Campbell

– 703-868-0095

– [email protected]

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http://www.marathonpartnersconsulting.com/

mailto:[email protected]

mailto:[email protected]

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