i lss reduction%20in%20aht%2713 final

Proprietary and ConfidentialJuly 30, 2014 - 1 -

Reduction in Average handle Time (AHT) for Service desk project

Name & Employee ID of the Team Members:

Pavithra Dhanabal , Love Gaur , Jayaraju Wundri Gundra & Pallavi Panda.

Project ID:102988

Account Name: RBC

Executing BU: IMS

Project Start Date: March 2013

iEvolve iLSS Green Belt Project Case Study


Business Case


Business Case Description: iGATE technical Help desk provides services for an esteemed client. The different Business Units (BU) for the

client are classified into different client base .Each stream has pre-defined skill sets where the calls are routed (Appendix

A).Stream 1 consists of callers from the client base Branch who directly impact the revenue for RBC. 26.5% of the

transactions are carried out in Stream 1 .Hence reducing the Average handle Time (AHT) for Stream 1 Business unit will

have a positive feedback on the Help Desk.

Specific problem Statement: In reference to the graph below , there were multiple related SLA (Appendix B) that were

impacted when there were peaks in Stream1 AHT. Hence reducing the AHT of Stream 1 by optimizing the processes in

Stream 1 call handling will influence the overall AHT .

Note: Branch client base will be referred as Stream 1 in this presentation.

Impact : Focus on identifying the right AHT and identifying processes that will impact the AHT for Stream 1. There is also an

impact to the overall Gross margin for iGATE.

MonthActual

FTEGOS

Stream 1 Calls

Answered

Oct-12 36 71.37% 12997

Nov-12 32 72.03% 12198

Dec-12 37 84.11% 10442

Jan-13 32 89.96% 13838

Feb-13 30 79.01% 12922

Mar-13 35 84.54% 13440

978

837806 812 811

784

4 4

1

0

2

1

0

1

1

2

2

3

3

4

4

5

600

650

700

750

800

850

900

950

1000

Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13

Old Batch Target AHT SLA Missed


Define


Project CharterProject Name : Reduction in Average handle Time (AHT) for a Service desk project Date: 01-March-13

Project Objective To reduce the Average handle Time for Stream 1 from 784 seconds to 700 seconds by 31-Oct-2013.This

will have a positive impact on the overall AHT of the service desk facilitating us to meet the multiple

other SLA incorporated along with it.

Expected Annualized Savings (USD) $13,608.00( cost savings on account of reduction of FTE )

Project Scope In Scope: AHT for Stream 1

Out of Scope: AHT of other Streams (Stream 2, DBI & Dexia).

Other tiers in TSC (Incident Management team )

Stream 1 transition team is excluded from this as they have a transition phase of 4 weeks since the

date they go live.

Project Schedule Team Members and other Resources

Project Identification 01-March-2013 Champion Mudit Chowdhry

Define 01-March-2013 MBB Manish Mehta

Measure 15-April-2013 BB Pearl J. Pereira

Analyze 28-June-2013 GB Pallavi Panda

Improve / Design 30-July-2013 GB Pavithra Dhanabal

Control / Verify 31-Oct-2013 GB Love Gaur

Close 31-Oct-2013 GB Jayaraju Wundri Gundra

Team members Viswanath Ravindran.

Other Resources: Transactional Quality team, Analyst from Stream 1,2 and 5.

D M A I C


Details of Saving Estimation

Savings to the Project can be directly related to Grade Of Service (GOS) which is an SLA and directly related to the FTE required to

handle the volume.

As indicated in the graph below, we will be able to save 6 resources by reducing the AHT by 84 sec

Savings for 6 FTE is 6(FTE)* 9(working hrs.)*21(Working days)*12(months)*5.6 (cost/hr offshore)= $13,608.00

Other benefits:

Resource Optimization

Customer Satisfaction as resolution is faster

Actual AHT 784

Proposed AHT 700

Reduction in AHT 784-700= 84 sec

Reduction in AHT by 15 sec = Reduction in 1 FTE

Total FTE Saved Reduction in AHT / Reduction in AHT per FTE = 6 FTE

D M A I C


Project CTQs

Key QuestionsWhich customer name/ groups are the primary focus for this project?Ans. Stream 1 Line of Business encompassing the Branch and Mobile users.

Which CTQ (s) will be the primary focus for this project?Ans. Average handled time on call with Branch users.

D M A I C

Customer Name/ Group

VOC Gathering Method

Key VOCs CTQDefine the measure – How exactly the CTQ will be

measured

Royal bank of Canada as a Customer & Internal Management.

Project Review Meeting.

TSC Agents unable to resolve issue quickly.

Average Handle Time.

AHT is measured in seconds. Avaya report will provide the details of Average handle Time daily and will measure it as Grade Of Service (GOS). The Work Force Management (WFM) team will forecast the manpower requirement on the basis of the AHT trending with the current and past AHT details.

AHT is calculated as SUM PRODUCT(AHT, No. of calls)/SUM(No. of calls)


SIPOC & High Level Process Map

HIGH LEVEL PROCESS MAP :

Suppliers Inputs Process Outputs Customers

RBC

Employees

Incoming Call through Avaya.

Process description: Process of taking call. Closing the call and forecasting the resource requirement

The call duration recorded in the Avaya Report.

RBC Employees

Process Map:Please refer :Slide 10

D M A I C

Slide 10


High level Process Map of TSC Call Flow

HIGH LEVEL PROCESS MAP ON CALL FLOW

Start

Call opening

Paraphrase the issue

Ownership

Problem Determination

Verification Required

Search for PRP in KB

Issue resolved

Escalate ticket

Problem Gathering

SupportedIssue

Perform Logical Troublshooting step

NO

YES

YES

NO

Direct the user to theconcerned department

RBC Application?YES

NO

NO

YESVerification Procedure

End of call

D M A I C


Measure


Performance Standards for the project

Clarify Data CTQ Performance standards

Clarify Data CTQ Performance StandardsCTQ Measure Data Type

CTQ Performance CharacteristicsSegmentation Factors (Xs)

LSL USL Target Allowable DPMO

Average handle Time

Continuous NA NA 700 secs NA

•Month Wise•Day Wise•LOB Wise•Shift wise•Skillset Wise•Application Wise•Training Batch wise•Team Wise•Interval & Day Wise•Resource Skills Level

D M A I C


Data Collection Plan

Data Collection Plan

Define What to measure

Define How to measureWho will do

itSampling Plan (if applicable)

CTQ MeasureMeasurement or test

methodData Collection

MethodPerson (s) assigned

WhatWhere/

WhoHow Many

When

Average Handle Time

Take data from the Avaya CMS portal for Skill sets Branch & Branch Mobile and compute the AHT for Stream 1

Automated through the Avaya CMS

Love Gaur NA NA NA NA

Findings during review of the data collection plan:

1. The Avaya CMS tool used to retrieve AHT for agents in the Stream 1 skill does not have the ability to provide individual transaction wise AHT for the transactions recorded under both the Branch and Branch Mobile Skill set.

Recommendation:

The True AHT for the individual transactions can be obtained in 2 steps:

The AHT of Top issues identified can be obtained by identifying the Transaction from the HP SM7 tool.

Based on the Open time of the transaction from HPSM, a search has to be run in VERINT to obtain the actual AHT of that transaction

D M A I C


Data Collection/ Checksheet

Data collection template is automated through Avaya CMS portal.

Sample Data collected for the period Oct ‘12–March’13

Sample Data to be used for project

D M A I C


New batch Impact on Stream 1 AHT

Inference:

The AHT of the Stream 1 transition team has a huge impact on the overall Stream 1 AHT. The graph above depicts the same.

Analysts who get trained in Stream 1 will be in learning phase for the first 4 weeks and it is expected from them to have high AHT. Their AHT will impact the overall AHT, hence excluding it from the AHT analysis.

1000

863812 812 811

788 775

978 837 806 812 811 784 749

1223

976

893

817871

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

600

700

800

900

1000

1100

1200

1300

Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13

Overall Old Batch New Batch Impact

D M A I C


Measurement System Analysis (MSA)

D M A I C

Data Collection through Avaya CMS

All the calls are recorded in the Avaya CMS. This data is downloaded in an excel format and Siebel reports.

Data is collected for different segmentations as mentioned in previous slide .

Accuracy Check

• The Avaya CMS tool that provides the data need not be tested as this tool is provided by Avaya and pulls the call details real time.

• There is a very high confidence level on the tools accuracy considering the usage and analysis done on the data.

• The tool could also not be tested due to the sensitive nature of customers business.

Key Questions

Q. How will you ensure the data

being collected is accurate and

unbiased?

The tool allows for automated

report generation. Hence there is

no scope for bias.

Q. What are the areas of possible

bias or system errors?

None.

Q. Have the Reproducibility &

Repeatability aspects of the data

collection process been assessed?

Yes, the portal has been tested by

both MIS members and the test

result provides identical data set.

Q. Are data collectors properly

trained?

Yes, The MIS team member

responsible for gathering data has

been trained and equipped well

with Avaya CMS tool.


Data Analysis- Capability Baselining

• Baseline: Zst = -2.03 Zlt -3.53

• Targeted Z = -2

For Continuous Data

USL LSL Sample Mean Sample Std. Dev ZST ZLT

700.00 849.00 73.41 -2.03 -3.53

Z VALUE CALCULATOR

Ent er t he U pper

Spec. Limit here

Ent er t he Lower

Spec. Limit here

Ent er t he calculat ed

Sample M ean here Ent er t he calculat ed

Sample St d . D ev. here

D M A I C


Analyze


Normality test for AHT before the project

850840830820810800790780

99

95

90

80

70

60

50

40

30

20

10

5

1

Before

Pe

rce

nt

Mean 816.5

StDev 13.88

N 4

AD 0.531

P-Value 0.065

Normality test for AHT before the projectNormal

Inference: The analysis of the AHT before the project shows that it is normal as the P>0.05.

D M A I C


Analysis on High Call Drivers – JFM ‘13

Top SCIMS 2 to 8 mins 8 to 12 Mins 12 to 20 mins 20 to 30 mins More Than 30 Mins Total of Stream 1 Calls

DESKTOP\LAPTOP 15.45% 17.65% 17.43% 18.19% 20.66% 16.85%

SOFTWARE 55.49% 55.43% 54.08% 48.75% 48.35% 54.00%

SYSTEM ACCESS 16.10% 16.63% 14.65% 12.50% 16.12% 15.56%

WINDOW SETTINGS 11.64% 8.10% 7.94% 5.31% 3.10% 8.88%

APPS_BRANCH \ SALES PLATFORM 4.34% 6.96% 7.09% 4.60% 10.33% 5.81%

NONE 98.68% 99.45% 98.57% 99.38% 94.63% 98.45%

FREEZING 1.32% 0.55% 1.43% 0.62% 5.37% 1.55%

HARDWARE \ DESKTOP 4.44% 5.56% 6.03% 6.85% 6.02% 5.30%

MSR 72.70% 66.20% 66.11% 66.80% 56.74% 68.04%

CIT 13.84% 18.98% 18.53% 18.67% 22.70% 17.17%

MONITOR 8.02% 8.33% 9.89% 7.47% 9.22% 8.54%

PRINTING \ SOFTWARE 3.41% 4.25% 4.08% 5.03% 3.76% 3.88%

NONE 69.81% 71.82% 76.64% 75.14% 82.95% 73.09%

FAX 27.32% 24.85% 19.00% 21.47% 13.64% 23.53%

MFU 2.87% 3.33% 4.05% 3.39% 3.41% 3.31%

INSTALLATION 0.00% 0.00% 0.31% 0.00% 0.00% 0.07%

HARDWARE \ PRINTERS 2.40% 4.17% 4.73% 6.51% 6.32% 3.83%

MFP 36.93% 34.57% 32.26% 30.13% 46.62% 35.17%

NONE 23.74% 21.91% 21.77% 18.34% 14.86% 21.14%

RECEIPT 15.83% 18.21% 21.77% 30.13% 14.19% 19.87%

PASSBOOK 16.79% 19.14% 20.16% 17.47% 17.57% 18.32%

LASER 6.47% 6.17% 3.76% 3.49% 4.73% 5.10%

INKJET 0.24% 0.00% 0.27% 0.44% 2.03% 0.40%

PRINTING \ INSTALLATION 3.75% 4.09% 3.19% 2.73% 1.66% 3.49%

NONE 99.54% 99.06% 98.80% 96.88% 94.87% 98.97%

HP 3052 DRIVER 0.46% 0.94% 1.20% 3.13% 5.13% 1.03%

Total 33.80% 42.68% 42.55% 43.90% 48.74% 39.16%

Inference:

The table above indicates the high AHT contributors based on the number of calls recorded in HP SM7. By focusing on the above call

categories, we are catering solutions to 39% of the overall call volumes handled in Stream 1. (Complete set of call distribution is attached in the file beside).

The purpose of analysis is to identify the count of long calls contributing from the high call drivers and hence it has been categorized under different time intervals for us to focus on opportunity areas

Perception based Analysis to be performed to identify the cause for the high AHT in the above call categories is included in the Slide 21.

D M A I C


Prioritizing causes perception based:

Fish Bone Analysis

Action Plan from the Fish Bone Analysis:

Some of the solutions which are easy fix are in the next slide

Solution for the cause which have a border has already been reviewed and relevant solutions identified.

There are other solutions which require further analysis are to be take up as individual action items in the upcoming slides.

D M A I C


Low Hanging Fruits

Impact of the implemented solutions:

Since the time of the start of the project in March 2013 till June 2013. The above solutions has helped the project team to be able to reduce the AHT.

The AHT for Stream 1 to be closely monitored for further progress.

S.N

o

Low Hanging Fruit (Solution) Impacted Cause Implementation

date

Status

1

2

3

4

5

6

Real Time Monitoring

a. Calls above 600secs to be addressed by TL/SME by

supporting the agents on live calls.

b. TL’s watching over the queue closely.

Review of Long calls

a. Previous day calls over 1800 sec are shared with TL’s to

be reviewed and find opportunity areas

b. Top 5 reasons for the long calls are identified and the

agents are coached.

Access for WJA granted for all TL / SME / QA to support

agents:

All support staff to include the access for WJA which has a

very high dependency on calls.(Printer calls where the

agent have to ping L2 to get it fixed)

Timely Feedback & Tracking:

A new feedback tracking mechanism in place as timely

feedback has impact on the agent’s performance /

Knowledge level increasing AHT.

Training and coaching:

More real time scenarios covered in Training to help them

probe better on calls

Agents Opportunity

Agents fail to learn new updates and applications from KB.

Addresses opportunities towards Agents Opportunity

where unnecessary step / Unable to find the PRP.

Addresses continuous feedback opportunity noticed.

This also will serve as a feedback to the Training

team which can accordingly make changes in

Training. (To be part of the Control measure)

Address the issues under the category Process where

it requires L1 to seek L2 help to fix in the call. After

the access is distributed L1 can now approach to all

support staff.

This addresses issues under category Training &

Coaching. All Feedback and coaching is now

centralized.

This addresses the category Training and coaching.

Training plan is now updated to have more mock

calls and mock ticket creation. Also MOCK call is

now a part of final assessment to ensure agents are

probing well on calls

All the new updates and changes in processes are

cascaded in the daily team huddle to ensure that

agents are up to date on critical process

01-Apr-2013

01-Apr-2013

01-May-2013

10-Apr-2013

17-Apr-2013

13-May-2013

Complete

Complete

Complete

Complete

Complete

Complete

D M A I C


Prioritising Causes – CI Matrix

D M A I C

HILC HIHC LIHC LILC

Process-Issue isolation between hardware and software takes long time

where user's intervention was required.

More real time scenarios covered in Training to help them

probe better on calls

Change requests to update KM are not been addressed timely

Clients insists agent to stay on call till the issue is resolved

Agents Opportunity - Agents failed to check Outage ticket

/communication email & Show related

Agents fail to multitask document and Troubleshoot) during calls and hence do not close the call on time.

New issues comes up which does not have any PRP and Procedures

Agent s lack navigational fluency Agents do not attempt to learn new

applications Issue isolation/Escalation metrics requires OCC /Service

Provider's intervention.

Agents Opportunity -unnecessary reboots tried

Not all solutions are migrated from RA to KM

Tools/KB - Change Requests not being addressed properly.

Agents Opportunity - Agents spend a lot of time in incorrect /

irrelevant probing

Due to high call volume SME are not able to provide floor support as they

are logged in Users do not have a phone nearby systems

Agents Opportunity-agents fail to learn from KB.

L2 wants to ensure that all the troubleshooting under the scope of

TSC(L1) is performed before escalating to PMT

Slow tools e.g. DRA,TSC PRO and tools have an inefficient search method-TSC PRO

No tracking mechanism to monitor timely feedbacks

Multiple issues on same call

L2 are not readily available to take up the master ticket

PRPs not available in a single location

L2 Ticket update procedure takes a long time.

Agents wants to resolve the issue faster and come out of the call and hence they opt for remote assistance even

before probing and understanding the issue

No access for software like WJA and hence have to depend on L2

Remote assistance tools fails while taking control and navigating users takes a long time


Call Audit Template Analysis

Need for AHT template

The template was designed to quantify the impact of all the major causes from the cause & effect analysis that are listed in the slide 25.

The many categories that were listed in the perception Analysis did not have supporting data available. To gather the relevant data an exhaustive set of checklist was created to be observed in calls.

Sample of the total calls from JFM were gathered to be analyzed.

To gain clarity, calls of different intervals of the high call drivers were monitored by the team and inference of the same will be updated in the attached template.

D M A I C


Solutions from the Call Audit Template (Phase 1)

Inference: The complete set of inferences and solutions are attached in the sheet for reference.

These solutions are to be applied in the Improve phase and followed for the Pilot Group members.

The detailed set of solutions are attached in the file.

D M A I C


Solutions from the Call Audit Template (Phase 2)Note: All Solutions here are dependent on RBC ESD team

S.No Solution Set Impacted Cause Implementation date Status

1

2

3

4

List of Applications where the agents can drop

out of calls.

An exhaustive set of analysis was completed to

identify the set of applications where the agents

can perform the required troubleshooting and

can drop out of the existing call. (Slide 28)

Issues related to Knowledge Base.

a. A set of pending change request that has an

impact to agents call were gathered / identified.

b. A set of solutions are identified which were

available in Right Answers are not moved to KM

now. Details are in (Slide 29)

New Application On-Boarding

Delay in Notifying TSC on new applications (A

formal process of new Application On-Boarding -

in progress) (Slide 30)

Remote Assistance Failures

a. A detailed analysis was performed (Slide 31) to

understand the impact of Remote Assistance

failure on calls.

b. Verbatim guidance to agents are provided by

the CEF team when RA fails

c. Change implemented in QA scorecard to

evaluate agents if RA is used appropriately.

Addresses opportunities towards

Category Others – Client

insisting to stay on call.

Category - Tools/Knowledge

Base

Category Training/Coaching

Category - Tools/Knowledge

Base

16-Jul-2013

27-08-2013

09-08-2013

Item a – 01-July-2013

Item b – 22-Jul-2013

Item c – the score were

changed on the 05-Jul-2013.

Complete

Complete

Complete

Complete

Note: All Solutions here are dependent on RBC ESD team

D M A I C


1. Applications where the agents can educate and

Drop out

Inference:

The above mentioned scenarios/problem isolation takes a long time where an agent stays on call unnecessarily when the final step to either resolve the issue or isolate the problem takes a long time.

The information has to been cascaded to the agents to provide proper instructions/solutions and drop off from the call with user’s consent.

D M A I C

Find the List of applications Issues where agents can come out of calls

Microsoft Product installation

Sales Platform installation

Service platform Installation

CCU Re-entry

Try the application on other computer

Try the hardware on other computer

PRP which requires a Reboot and if that would definitely fix the issue (RBIS Trigger file/ZPR0)


2. Impact of Knowledge Base updates on

agents Calls

Change Request is a portal where we submit requests to update/create KB articles.

It was observed that lack of KB leads to increase in resolution time, consequently TSC QA team had submitted many CRs and it had not been closed on time. To mitigate this gap, we followed up with RBC ESD team to have a process in place TSC QA team followed up with the RBC ESD team to update the Knowledge base. A glance of pending change requests with priority:

D M A I C

Request Status High Low Medium

In Progress 2 4 2

Initial Submission 0 0 5

Under Review 12 13 25

Grand Total 14 17 32

The complete set of Change requests pending is as below:


3. New Application On-Boarding

One of the key aspects of a service desk is to have a clear ownership, accountability defined for new on boarding applications which will help us to provide seamless support to our clients with all the facts and data readily available which can be used for analysis, investigations and for the preparations of knowledge parks and PRP’s

With introduction of new applications TSC has always encountered a spike in terms of AHT and FCR due to lack of KB articles and PRPs.

Solutions introduced:

1. Governed by I&I team,

2. Knowledge base tracking: Quality team

3. AHT and trend analysis: Team leader

4. Tracking unknown issues & creating PRP: L2

D M A I C


4. Analysis on Time taken during the use of Remote

Assistance Impacting AHT

The use of Remote assistance tool on a call follows procedure shown.

There are 2 scenarios that an agent encounters on a regular basis:

– RA needed and it was a success

– RA needed and it fails and agents would have to resort to navigate the caller for resolution / escalate to next level.

With a sample observation of 25 calls it takes 73.16 secs to take control.

With a sample observation of 10 calls where RA fails it takes 152.8 secs to confirm RA failed. It also takes another 952.9 secs to navigate the caller to a point of resolution / escalation.

Inference:

17% of calls did not require Remote assistance and an agent spends 109secs/call trying to take control instead of navigating the user and utilising the time.

It was observed in 5% of the calls-the problem with RA appeared after 127seconds in the call. On these calls while trying to fix the RA error 421 seconds/call was consumed but only 1% of RA issue was resolved.

D M A I C


Improve


Solution set 1- Impact on AHT

S.No Issue SolutionsImplementation

month IMPACT

1Real Time Monitoring a. Calls above 600secs to be addressed by TL/SME by

supporting the agents on live calls.

APR'13

After implementing all the actions plans for the Quick fixes the AHT

reduced by 15 sec/month.

b. TL’s watching over the queue closely.

2Review of Long calls a. Previous day calls over 1800 sec are shared with

TL’s to be reviewed

APR'13b. Top 5 reasons for the long calls are identified and the agents are coached.

3

Access for WJA granted for all TL / SME / QA to support agents:

All support staff to include the access for QJA which has a very high dependency on calls. MAY'13

4

Timely Feedback & Tracking: A new feedback tracking mechanism in place as timely feedback has impact on the agent’s performance / Knowledge level increasing AHT.

APR'13

5

Training and coaching:More real time scenarios covered in Training to help them probe better on calls

This addresses the category Training and coaching. Training plan is now updated to have more mock calls and mock ticket creation. Also MOCK call is now a part of final assessment to ensure agents are probing well on calls

APR'13

6Agents OpportunityAgents fail to learn new updates and applications from KB.

All the new updates and changes in processes are cascaded in the daily team huddle to ensure that agents are up to date on critical process

MAY'13

D M A I C


Solution set 2- Impact on AHT

D M A I C

Solutions from Call Audit TemplateS.No Issue Solutions Implementation date Impact

1

Agents Opportunity - Agents failed to check master ticket & Show related

To modify the Call Opening to include "To Check the previous call records" JULY'13

Along with tracking the solutions from the Low

hanging Fruit + After implementing solutions

and tracking the changes from the solution set there is a reduction in

AHT which can be looked in 2 ways:

Overall AHT(New agents+Old agents)

reduced by 52 seconds.

AHT of the old agents is reduced by 69 sec

2

Agents Opportunity - Agents spend a lot of time in incorrect / irrelevant probing

For the top call generators-probing questions set to be prepared.

JULY'13

3

Process-Issue isolation between hardware and software takes long time.

Create issue isolation questions for the top call generators.

4Agents Opportunity - unnecessary reboots tried

Agents to be coached on when reboots are necessary JULY'13

5

Process-No access to Software's like WJA and hence agents depends on L2.

Access has been given for TLs and SME for the WJA software

MAY'13

6Tools/KB-Agents spend time to search PRPs in multiple locations

Discussed with the ESD team to move PRP's to one KB - KM JULY'13

7

Agents opportunity - Agents fail to multitask/document and Troubleshoot during calls because agents get distracted by MOC chats and emails which are irrelevant on the call.

The calls audited by the QA are tracked with this information to ensure agents are not involved in email and chat sessions. AUGUST'13

8

Agents Opportunity - Agents wants to resolve faster and without probing they use RA.

Tracking mechanism in place to verify the appropriate usage of RA JULY'13

9

Tools/KB-Agents spend time to search PRPs in multiple locations

Discussed with ESD team to have a centralized KB which has the links to all the PRPs/Knowledge article.

JULY'13


Process changes

Change Requests :For any updates to be made on Knowledge base change requests (CR) should be submitted for approval from RBC. There was a delay in getting PRP/Process updated in TSC Pro as there was no turn around time for the CRs submitted. After discussion with the ESD team, RBC came up with the SLA (Based on impact and Urgency) for all change requests submitted. ESD I&I Priority and SLA def.docx

CR SLA Targets:-

Acknowledgement of the request : High: 2 Hours – Requires additional Email to ESD I&I advising why this is a high priority (To ensure we have a process in place for future calls)Medium/Low: 1 Business Day

Completion of request: High: 1 Business day when all requirements have been met & appropriate information providedMedium: 2-10 business days based on information providedLow: 5-20 business days based on information provided

D M A I C

../My Documents/Temporary Internet Files/OLK134/ESD I I Priority and SLA def.docx


AHT Trend in the improvement phase D M A I C

978

837806 812 811

784749 760

712 700 696 692

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2

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0 0 0

0 0

0

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1

2

3

4

5

600650700750800850900950

1000

AHT Stream1 Target SLA Missed

Along with tracking the solutions from the Low hanging Fruit + After implementing solutions and tracking the changes there is a reduction in AHT which can be looked in 2 ways: AHT of the old agents is reduced by 69 secNOTE : The graph above shows the reduction in AHT post implementation of solutions listed in slide 33,34 & 35

1000

863812 812 811 788 775 760

734 722 712 708

978 837 806 812 811 784 749 760 712 700 696 692600

700

800

900

1000

1100

Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13

AH

T(se

c)

Overall Old Batch

Since iLSS


ImproveConfirming Improvements


Story on the Pilot Implementation:

We have identified agents from Stream 1 group of all Types basis the performance. There were 10 agents selected which is 25% of the population from Stream 1. The agents are availble in the attached sheet indicating the progress.

These agents were briefed on the project and set the expectation on their roles as team members.

The group of agents were coached on all the best practices based on the earlier analysis. The items from the solutions set were implemented by them as “Things to do” on Stream 1 Calls.

There was a constant meeting and session with the team to re-iterate the “Things to do” on calls. Challenges were posted by the agents during these contact sessions.

All the observations and feedbacks were shared for all the high call drivers.

Reviews were held constantly to discuss on the AHT results.Their AHT was tracked on a daily/weekly basis to gauge the improvement.

Success criteria for the Pilot Plan and the success rate for the Pilot Team:

The detailed success criteria and the results is attached in the Slide.

The AHT scores achieved for the Pilot Team is attached in the Slide

Implementation Plan

D M A I C


Normality test for AHT after the

project

825800775750725700675650

99

95

90

80

70

60

50

40

30

20

10

5

1

After

Perc

ent

Mean 727.6

StDev 36.37

N 7

AD 0.422

P-Value 0.225

Normality test for AHT after the projectNormal

Inference :A Normality plot was drawn for AHT after the AHT project to identify the kind of Hypothesis we should use. P>0.05 which means the data is normal post implementation of the ideas from the project.

D M A I C


Statistical confirmation using 2 Sample

t test

Interpreting the Results

Ho: States that there exists no

difference in the data samples or

may be due to chance

Ha: States that there exists a

difference between the data

samples and the difference is true

and on chance

From the statistical analysis in the

figure p=0.00.

Since p<0.05, we accept alternate

hypothesis(Ho) where there is a

difference in the mean.

D M A I C


Targeted Z value Vs. Current Z value

• Targeted Z = -2 (Slide 17)

• Current Z = -2

USL LSL Sample Mean Sample Std. Dev ZST ZLT

700.00 728.00 36.40 -0.77 -2.27

Ent er t he U pper

Spec. Limit here

Ent er t he Lower

Spec. Limit here

Ent er t he calculat ed

Sample M ean here Ent er t he calculat ed

Sample St d . D ev. here

D M A I C


Achievements

S.N. Parameters Before Target After

1Z value ( Zst) -2.03 -0.77 -0.77

2Cpk NA NA NA

3Average Handle Time for

Stream 1811 700 700

4Annualized Financial

Savings/Benefits (USD $)NA $13,608.00

D M A I C


Control


Control Plan & Control mechanism

D M A I C

Control Suggested Action Plan Indicator Who When

Periodic Process Capability Study

Bi-Monthly checks for the process capability to be conducted for the different applications in Stream 1

To measure the volumes of the different Stream 1 application wise transactions handled.

Increase in AHTAddition of New support

Process.

QA Team & MIS

Bi-Monthly

Monthly checks for the process capability to be conducted on the FTE

for Stream 1

MIS team along with the support of the WFM team to perform check on the FTE requirements to handle Stream 1 volumes not only from the historical call volumes but also the considering

the current Stream 1 call volumes.

Miss in GOS for Stream 1Increase in stream 1 call

volumeIncrease in AHT for

Stream1

WFM & MIS Monthly

Long call Analysis with the active queue monitoring.

Ops team to perform active queue monitoring with checkpoints on the agents productivity

report.Ops team to communicate with the Support

team and the ESD team to showcase the increasing AHT on specific applications.

Increase in AHT on specific call category in

Stream 1.

Ops & QA team

Daily

Changes to Process / Checklist

New Application On-Boarding procedure to be formally signed off

with an understanding between iGATE and RBC.

To measure the AHT for all New Applications On-boarding. The High AHT contributions to be further

analyzed for Verification and Validations.

Increase in AHT for New support Process.

QA team & ESD RBC

New Application Sign

OFFTSC Support Tools & TSC Knowledge

BaseChanges to support tools to go through a formal New application On-boarding process. Impact on

AHT for the new tools to be verified.A new Volume Stream Mapping procedure to be

performed for all new Support Tools and KB changes to identify the AHT impact

Introduction of new Support Tool

QA team & ESD RBC

New Application Sign

OFF

Any new problem issue PRP's to be validated for duration to implement

on calls

New PRP's to go through a procedure to decide the cut-off for PRP time. Any PRP which are greater

than >700 secs to verified.

New PRP's taking a long time

QA team & ESD RBC

New PRP Sign OFF


Mistake Proofing

D M A I C

OBSERVATIONS ACTIONS

Tools/ KB-Agents spend time to

search PRPs in multiple locations

New and existing applications PRP's to

be avialble in one KB - KM

Agents failed to check master

ticket & Show related

The Call Opening statement has been

modified "To Check the previous call

records"

Know ledge Base not updated

Change Request SLA in place for the

new solutions/ process related changes

to be updated in the KB.


Approval & Appreciation

D M A I C

From: Chowdhry, Mudit (CWM-NR)

Sent: 2013, December, 05 7:46 AM

To: Dhanabal, Pavithra (CWM-NR); Ravindran, Viswanath (CWM-NR); Wundri Gundra, Jayaraju (CWM-

NR); Panda, Pallavi (CWM-NR); Gaur, Love Kumar (CWM-NR)

Subject: RE: PPT for iLSS AHT

This is approved and we should close this project now

…congratulations to all and very well done

Thanks,

Mudit Chowdhry | Service Delivery Manager | Technology Support Center |T. 1-866-288-4517 |

Extension: 4158


Project Milestones

Plan Date Actual Date Sign-Off date Approver

Project

Identification 01-March-2013 01-March-2013 01-March-2013 Mudit Chowdhry

Define 01-April-2013 01-April-2013 01-April-2013

Mudit Chowdhry

Measure28-June-2013 28-June-2013 28-June-2013

Mudit Chowdhry

Analyze 30-July-2013 30-July-2013 30-July-2013

Mudit Chowdhry

Improve /

Design 31-Sep-2013 31-Sep-2013 31-Sep-2013Mudit Chowdhry

Control /

Verify 31-Sep-2013 31-Sep-2013 31-Sep-2013Mudit Chowdhry


Learning's


Important lessons learned

The process is very dynamic and the changes made are directly proportional to the

AHT of the calls. Hence TSC has to be always vigilant to ensure the process gap by

signing off before implementation.

The Knowledge base is created/modified by RBC and the control over the same is

less. Hence a rigorous follow up is required to ensure it is up to date to reduce

process gaps.

Analyses based on the data gathered and the causes deciphered out of the same may not have just one fix but it could be inter-related with other factors like scheduling(WFM)/Skillsets/call pattern/Call trend during peak time/Outages/Training batch.


Reusability Areas

Some of the suggestion that are available that can be used as part of a Help Desk

Environment are as below:

Live Queue Monitoring for incoming calls or tickets to the Help Desk, helps us to diagnoise

outages earlier and control the hight AHT on these issues.

Master Access checklist for the complete HelpDesk across all layers of resources is helpful in

identifying the necessary support that is required reducing the dependancy on a single group.

Managing Change Requests for all existing KB article in a tracker is essential. The tracker should

have the severity of the change request with a predefined SLA is essential to analyze the impact

of downtime.

Formalized approach for On borading New Application into support is always recommened to

assess the impact of any new application being on-boarded. This also helps in better planning of

all related activities around the change. Failing to do this most likely results in scope creep in the

support project.


Project Summary-

4 Blocker


Analyze :

Tools used:

Cause and effect Diagram – Identification

Control IMPACT metrics-Prioritization

• Write Identified root cause

Identified high call drivers

Process gaps

Knowledge base inconsistency

Agent’s opportunity- Probing skills

Tools inconsistency

Slide 22 & Slide 24

Improve:

• Actions Taken –

Real time Queue monitoring

Analysis on long calls

Fixed process gaps for the high call drivers

Fixed Knowledge base

Identified inevitable scenarios

Applied all the ideas in the pilot team and this has shown a

considerable improvement and hence applied the same to all the

analysts.

Slide 33 & slide 34

Define & Measure :

• Business Case: The different Business Units (BU) for the client

are classified into different client base .Stream 1 consists of callers

from the client base Branch who directly impact the revenue for

RBC. 26.5% of the transactions are carried out in Stream 1 .Hence

reducing the Average handle Time (AHT) for Stream 1 Business

unit will have a positive feedback on the Help Desk

• .

• CTQ Base lined : AHT. Before the start of the project, the CTQ

was 784 sec

• Estimated Savings : $13,608.00(On account of FTE)

Results & Control :

• CTQ Achieved : The overall AHT has been reduced to 84 sec

for the Stream 1 client base.

• Actual Savings : $13,608.00(on account of FTE)

• Control Mechanism Deployed :

Ensure to check the new PRP’s are checked to ensure it

does not contribute to the overall AHT.

SLAs created for the CR’s to ensure the Knowledge

base is up to date.

Monthly checks for the process capability to be

conducted on the FTE for Stream 1

Slide 48

To reduce the AHT of Service desk

Pavithra Dhanabal Love Gaur Kumar Jayaraju Wundri Gundra


THANK YOU !