© 2002 six sigma academy0 define point one point two point three increase market share
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1© 2002 Six Sigma Academy
Define
• Point one• Point two• Point three
Increase Market Share
2© 2002 Six Sigma Academy
Define
• Point one• Point two• Point three
The strike rate for lead generationAverages 12.04%. Industry benchmarks indicate best practice for call campaign strikes is 26%-28%.
Problem Statement
ObjectiveIncrease strike rate for lead generation by 70% in 6 months.Utilize outbound call program resources more effectively and efficiently.
Critical to Quality - CTQMaintain high customer satisfaction while achieving benchmark strike rates.
Current/Goal
Current Strike Rate = 12.04%
Goal (>70% Increase Achieved!)Strike Rate = 22%
Benefits Achieved
First year project savings >$639,000 ! Achieved near benchmark campaign strikes!
3© 2002 Six Sigma Academy
Define
• Point one• Point two• Point threeMetrics
Critical to QualityNear benchmark campaign strike rates while maintaining high customer satisfaction.
Strike rate: 12.04% Baselined
19103 3225 2709 2559 1061 471 1098
63.2 10.7 9.0 8.5 3.5 1.6 3.6
63.2 73.9 82.8 91.3 94.8 96.4 100.0
0
10000
20000
30000
0
20
40
60
80
100
Defect
CountPercentCum %
Per
cen
t
Cou
nt
Strike RatesPareto Chart for Low
4© 2002 Six Sigma Academy
AAM I Lead G eneration P rocess M ap
R aw D ataExtracted from
H oganS tart
R ules & D eletionProcess isC onducted
System C ontactD eta ils fo r EachR ecord M atched
w ith Te lstra W hitePages
C onductC om plim entary
D irect M ailC am paign
Is There aC ontact
Te lephoneN um ber?
N o
Yes
D ata U ploaded toAAM I Access
D atabase
C ustom er C ontactParam eters
Fo llow ed (Seedeta iled P rocess
C hart)
Exclude R ecord &End
Invite C ustom er toM eet w ith
F inancia l Adviser
Schedule an Appoin tm entW ith a F inancia l Adviser
(D irectly in to O utlookD iary)
YesIs the
C ustom erIn terested?
R ecord R eason inD atabase & End
R ecord
N o
Send Em ail toM C C M ailbox &
F inancia l Adviser
R ecord in D atabase &End R ecord
Send C ustom er aC onfirm atory
Letter
5© 2002 Six Sigma Academy
Attribute Gage R&R Study
Attribute Gage R&R Study for Results
Each Appraiser vs Standard
Assessment Agreement
Appraiser # Inspected # Matched Percent (%) 95.0% CI A 36 31 86.1 ( 70.5, 95.3)A_1 36 30 83.3 ( 67.2, 93.6)B 36 19 52.8 ( 35.5, 69.6)B_1 36 19 52.8 ( 35.5, 69.6)
# Matched: Appraiser's assessment across trials agrees with standard.
Between AppraisersAssessment Agreement
# Inspected # Matched Percent (%) 95.0% CI 36 21 58.3 ( 40.8, 74.5)
# Matched: All appraisers' assessments agree with each other.All Appraisers vs Standard
Assessment Agreement
# Inspected # Matched Percent (%) 95.0% CI 36 18 50.0 ( 32.9, 67.1)
# Matched: All appraisers' assessments agree with standard.
Measurement Systems Analysis
6© 2002 Six Sigma Academy
G eog rap h icsDem og rap h icsDep th of Relation sh ip
Cu stom er P rofil in g
Existin g In vestm en t Cu stom ers
Prop en sity Mod ellin g
Targ eted Data Extraction s
Hom e & Bu sin ess Telep h on e Nu m b er
Accu rate Con tact Details
C lear & Con ciseSp ecific to Targ et Market (Categ ory)O ffers/In cen tives
Scrip tin g
Sp ecific to Targ et Market (Categ ory)Em p h asis on Call to Action
D irect Mail Cam p aig n s
Q u alityCTS
Stan d ard Polic ies & P roced u resKn owled g e of F in an cial P lan n in g P rocess
Com p reh en sive Train in g P rog ram
Q u ality of Lead sSu ccessfu l SalesReason s for No Sale(m ay b e u sed to refin e cu stom er p rofile)
F eed b ack from Ad visers
DeliveryCTS
Volu m e of Lead s G en eratedLead Con version to Sale
Q u ality Lead s P rovid ed to F A Ch an n el at Lowest Cost
P riceCTS
Critical to Satisfaction
AAMI CT Tree(Outbound Call Consultant)
7© 2002 Six Sigma Academy
AAMI SIPOC
Inputs OutputsAAMI OutboundCall Campaign Process
Suppliers Customers
Market analysis Suite of products Data Extraction
Parameters Customer profile Propensity model Rules & deletions Direct mail campaign
letters Scripting Parameters for contact
details data matching Access database
design Policies & Procedures
for consultants Training program for
consultants Access to FA’s diaries FA’s flexible in terms
of apptmt times
Apply rules & deletions to raw data Contact details matched with Telstra White
Pages Modify scripting for specific target(s) Generate complimentary direct mail
campaign for specific target(s) Upload data to Access database
User friendly Access database
Access database of targeted records
Customers have a propensity for financial advise
Able to contact customer Tools for success Customer response Ease of scheduling apptmts FA’s available Mgt reporting Analysis of customer
response Feedback from FA
8© 2002 Six Sigma Academy
AAMI Fishbone Diagram(Cause & Effect)
Low er ThanIndustry
Benchm arkS trike R ate
M easurem ent
Environm ent
M ateria ls
M ethods
People
Polic ies &Procedures
ConsultantsData
Tools
Database
W aves
Call
Scrip ting
O utbound CallPolic ies &
Procedures
C = C ontro l FactorN = N oiseS = S tandard O perating P rocedure
Parameters Rules for Deletion
Scrip ting
Temporary staff
O utboundTrain ing
Reasons forresponse
Profiled &PropensityM odelled
AM or PMW eek Day
vs W eekend
Enticement/O ffers?
Access for I/BTeam
Products
ReportingRequirements
Noncomulative
S
CC
C
C
C
C
C
ContactDetails
N
CConduciveW ork
Environment
Knowledtgeof F inancia l
P lannngprocess
Letters Database
F inancia l Advisers
Experience
Availab ie
M arket Cycle
Customer'sPerception of
SM L in M arket
User friendlydatabase
Q uiet
H igh or lowrates
User friendly
F lexib le
9© 2002 Six Sigma Academy
0-1-2-3-4-5-6-7-8
Target*LSL*LSL*
Process Capability Analysis for ProportionBox-Cox Transf ormation, With Lambda = 0
PPM TotalPPM > USL*PPM < LSL*
PPM TotalPPM > USL*PPM < LSL*
PPM TotalPPM > USLPPM < LSL
PpkPPLPPUPp
Cpm
CpkCPLCPUCp
StDev* (Overall)StDev (Overall)StDev* (Within)StDev (Within)Sample NMean*MeanLSL*LSLTarget*TargetUSL*USL
885981.38 *
885981.38
885981.38 *
885981.38
944444.44 *
944444.44
-0.40-0.40 * *
*
-0.40-0.40 * *
1.259700.036401.259700.03640
18-3.98358 0.03389-2.46510 0.08500-1.49165 0.22500
* *
Exp. "Overall" PerformanceExp. "Within" PerformanceObserved PerformanceOverall Capability
Potential (Within) Capability
Process Data
Within
Overall
Analysis of Results Sample Data(Lead Generated ~ All Campaigns & All Waves)
Original data not normalUsed Box-Cox transform
10© 2002 Six Sigma Academy
One-way ANOVA: Mon, Tues, Weds, Thurs, Fri
Analysis of VarianceSource DF SS MS F PFactor 4 0.00024 0.00006 0.03 0.998Error 25 0.04969 0.00199Total 29 0.04994 Individual 95% CIs For Mean Based on Pooled StDevLevel N Mean StDev ----+---------+---------+---------+--Mon 6 0.03575 0.04574 (--------------*--------------) Tues 6 0.02873 0.04015 (--------------*--------------) Weds 6 0.03252 0.03922 (--------------*--------------) Thurs 6 0.03688 0.05464 (--------------*--------------) Fri 6 0.03262 0.04137 (--------------*--------------) ----+---------+---------+---------+--Pooled StDev = 0.04458 0.000 0.025 0.050 0.075
Ho = Day of the week the outbound call has no impact on the strike rateHa = At least one day of the week the outbound call has an impact on the strike rateP Value >0.05 cannot reject the null hypothesis
Analysis of Results Sample Data(Lead Generated ~ By Day of Week)
11© 2002 Six Sigma Academy
Improvements Made
• Stream-lined the Process• Refined and implemented improvements in training and quote
preparation• Focused improvements around areas highlighted by analysis
Negotiated Term Deposits >$100K
23%
19%
11%4%
20%
11%
12%
Renewal of Term Deposit Funds Accounted For No Time
Short Term Investment Already Met FA Has Own Adviser
Other
12© 2002 Six Sigma Academy
Controls Established
•Links made to updated FMEA•Finalized and Implemented SOP’s•Formalized Communication Process• Implemented more efficient and effective means of utilizing outbound calling program resources
13© 2002 Six Sigma Academy
Control Plan put in place consisting of following: Nurse is responsible for case management, on-site care, scheduling therapy, advising and tracking restrictions, analyzing jobs, and meeting with the safety committees. Also, initiated internal care by treating minor injuries & illnesses resulting in a reduction of outside medical visits and costs. Set Permanent Partial Reserves at the mean percentage opposed to the maximum percentage. Worker’s Compensation Administrator reviews all reserves set for each reported claim. Monthly meetings are scheduled with our Worker’s Compensation Specialist & Worker’s Compensation Health Care Provider to discuss further tests, specialist referrals, and case closure of reported claims. An EDI Programming System has been installed to assist the nurse in submitting claims immediately, tracking injuries, review worker’s compensation claims, and increases efficiency and productivity. Carma System is being installed to allow access to all the information in the TPA’s system. Company will be able to view the reserves and adjustments made for each claim, and all claims an employee has or has had.