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Lean Six Sigma Green Belt Project

Project Title : Reduction in Transfer %age

Project No: xxxx.xxx.xxxxx

Project Version :…………..

Project leader: Shuchika Vinayak

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Approved Project Charter Project Milestones (Gantt Chart) Approved CBA Sheet Communication Plan (ARMI) GRPI COPIS

As is Process Map (Detailed) Voice of Customer VOC to CTQ Project CTQ Tree Quick Wins KANO Model (Optional)

ROAD MAP – DEFINE

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APPROVED PROJECT CHARTER

Providing one contact resolution is a key to providing excellent customer service. We need to minimize the reasons for transferring the calls to other departments and try dealing with the call at FPOC. Noida site has not been meeting the target for last 2 quarters which is leading to cost to the company and customer dis - satisfaction. If this is not addressed it may lead to loss of BT customers and revenue loss for HCL.

Site not meeting the transfer target for last 4 monthsMonth Target Actual

Oct 7.20% 10.51%Nov 7.20% 9.54%Dec 9.00% 10.50%Jan 8.77% 10.28%

Define (Transfer)

Problem Statement

Project Charter

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APPROVED CBA SHEET

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A - Approval of team decisions; R - Resource to the team; M - Member of team 

I - Interested party, one who will need to be kept informed on direction, findings

COMMUNICATION PLAN (ARMI)

Key Stakeholders

Project Phase

Define Measure Analyze Improve Control

 Randeep Chikara A   I I  I  I

 Radhika Sital A   A,I A,I   A,I   A,I Padmanabhan Thandavamurthy

R  R  R  R  R 

Jagtarne Mahato M   M  M  M  M 

 Neha Saxena M   M  M  M  M 

 Mahima Mathur M   M  M  M  M 

 Anshu Prabhakar   M  M  M  M 

 Anoop Nair   M  M  M  M  Shikha Maheshwari

M   M  M  M  M 

           

           

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GRPI

Legend:

5 – Strong4 – OK3 – Need Clarification2 – Need to know more1 – Don’t know

Name Goals Roles Processes Interpersonal

Jagtarne Mahato 4  3  5 2 

Neha Saxena 4  3  5  2 

Mahima Mathur 4  3  5  2 

Anshu Prabhakar  2 3  2  2 

Shikha Maheshwari

4 3 5 2

Anoop Nair 2  3  5  2 

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PPCC OO II SS End Users Client (BT)

Transfer % AdvisorsInbound Calls

End User

HCL

COPIS

Call Transferred to Appropriate Dept

Validate the customerand

identify the need

Out of Skill Set Call

Call Dealt FPOC

Yes

No

Call Dealt FPOC

Yes

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AS-IS PROCESS MAP (DETAILED)

Call Transferred to Appropriate Dept

Validate the customerand

identify the need

Out of Skill Set Call

Call Dealt FPOC

No

Call Dealt FPOC

Yes

No

Subsequent Transfer

Inbound call dialled to My

Account

Yes

All Queries of the customer resolved

Yes

No

Call Closed

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VOICE OF CUSTOMER

Hello. I have spoken to three different departments on four different occasions today so far. I have passed from one department to another. I used the call back feature because there was a long queue waiting. When I spoke to you for the first two times, I was asked for a number and was told that if it gets cut off, you would call back .I spoke to an advisor who told that he would call back if gets cut off but he did not call back. So then I had to ring back and went to the start of the queue. I have now been put through complaints and have now been told it would take upto a week before anyone rings back .I am not happy with BT. Bye

http://147.149.100.224:7777/pls/htmldb/f?p=110:5:17564438638472334331::::P5_HIDDEN,P5_CALL_TIME:2725-17095094,12-MAR-201113~28~00:P5_USER:605321487.wav

Customer Verbatim

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VOC TO CTQ

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PROJECT CTQ TREE

Meeting the Transfer Target in My Account

(NOIDA Site)

Client Need

Average Transfer % is 10.23%

Transfer % for My Account

Meeting the target of 9% for the Site

Any week where Transfer % is more than 8.77% for the Site

Characteristic

Project Y metric

Target

Defect Definition

Transfers

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Performance Standards Process Capability Cause & Effect Diagram Affinity Diagram Control Impact Matrix

Data Collection Plan I-MR Chart Sample Size and Methodology MSA FMEA

ROAD MAP - MEASURE

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PROJECT Y : Transfer

Data Type : Discrete

Target : Reducing the transfer to 8.77% Defect Definition : Any week when Transfer %age is more than 8.77%

Unit : Calls

Opportunity : Each call answered by My Account

Measurement System : Merlin Report

Frequency : Weekly

PERFORMANCE STANDARDS / PROJECT Y

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DPMO , SIGMA LEVEL, PROCESS CAPABILITY - DISCRETE

DPMO: 102358.3

Source –

DEFECTS As observed 192646UNITS As observed 1882075OPPORTUNITIES As observed 1

DPUDefects divided by number of units

0

DPODefects divided by number of units multilied by number of opportunities per unit

0

DPMO DPO X 1000000 102358.3YIELD 1- DPO 0.897642YIELD% 100 X YIELD 89.76417LONG TERM SIGMA NORMSINV(YIELD%) 1.268228SHORT TERM SIGMA 1.5 + LONG TERM SIGMA 2.768228

CALCULATING SIGMA BASED ON DPMO METHOD

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CAUSE & EFFECT DIAGRAM

Source –

EFFECT

ISSUE TYPE ISSUE TYPE

ISSUE TYPE ISSUE TYPE ISSUE TYPE

Billing

Activation

Technical

Programming

General Info

Behavior

Knowledge

LocationVintage

Knowledge

Vintage

Communication

Training

Soft Skills

Policies

Repeat Call%

Wait Time

Handle Time

CreditsOther Departments

Tools

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AFFINITY DIAGRAM

Source –

Environment Knowledge Measurement Method Resource

High Targets Gap in training contentParameters not defined for scoring in UK call obs

Scope of work not defined Hiring Issues

Customer Manager - Copy/Paste not allowed

Call obs scores along with the feedback for each error should be shared with all advisors and not just erring advisors

UK Qlty team / HCL Qlty Team / HCL Advisors not calibrated

Quality Team, while sharing feedback, telling WHAT went wrong but not telling HOW to correct it

TLs spend less time in helping advisors - they are busy with escalations or admin activities

Less concentration on issues by advisors due to high targets

Refresher Training is required for diffi cult issues

Qlty Scores/Productivity should have equal weightage for AES

Simulation of Production floor systems should be done in the training

Additional full time support needed in the form of Floor Walkers

TLs threaten for achieving targetNew updates not given in time by the client

Unequal Checks. All advisors are not covered.

Client needs to follow proper hierarchy for escalations

High Attrition resulting in less average tenure of advisors on the floor

Less Authority to resolve customer queries, e.g.: Customer demanding compensation, maintaining ETC for customer when no signed contract mentioned

Knowledge Management Tool needs to be created

Advisors should also be part of calibration calls - at least the one whose issue is being discussed

One Plan Activation should be handled by One Plan team which sits on the same floor

Calling up sales team in UK takes lot of time and wastes time

Advisors not doing proper investigation due to high targets

A process expert should be available from client end on the calibration calls

Training duration for BH upskilling is 3 days as against 28 days for BBQ. This needs to be increased.

Backfill should happen from BBQ to BH rather than direct movement to BH.

Low MotivationWhite board on the floor should be used for displaying updates

Advisors do not take the feedback seriously

Ops TL should be part of POL in last week of training

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CONTROL IMPACT MATRIX

Source –

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DATA COLLECTION PLAN

Source –

Y

Output Input -Measure Characteristics Data Type Operational Definition Target

Data

Collection

From

Sampling Priority

Absenteeism % Continuous Percentage of Agents absent on a day <=6% ISMART 100% 1

Leave Approvals Discreet

No. of Leaves approved as per AOP in

Leave Planner --- Operations 100% 2

Break Schedule Adherence % Continuous

Percentage of Break time out of total

logged in time of the agent <=11.11% SL Desk 100% 3

ID/ System Issues Continuous

% of Agents couldn't login due to

ID/ Systems Issues --- SL Desk 100% 4

Transport Delays Discreet

Agents not logging on time due to

transport delays ---

SL Desk /

Transport 100% 5

Attrition Continuous

No. of Attrition (Voluntary + Involuntary) /

(Head Count at the beginning of the month

+ Head Count at the end of the month)/ 2 <=5% HR 100% 6

Training Throughput Continuous

% of Agents added to the floor from

training batches --- WFM 100% 7

% Agents on FTP Continuous

% of Agents moved out of scheduling due to

FTP --- Quality 100% 8

Shortage of Staffing Discreet

Scheduled agents in less than what is

required to handle the forecasted volume. --- WFM 100%

Schedule Hours of Login Discreet Total hours scheduled for the day --- WFM 100%

Actual Hours of Login Discreet Total hours logged in actuals for the day --- Avaya CMS 100%

Login Hours % Continuous

Total hours logged in Actuals/ Scheduled

hours for the day <=5% Avaya CMS 100%

Login Hours

(%)

=F(x)Data Collection Plan Work Sheet

BB PROJECT: Staff Time Adherence

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GRAPHICAL REPRESENTATION OF THE PROBLEM: I-MR CHART

Source –

Observation

Indiv

idual V

alu

e

918273645546372819101

100

90

80

70

60

_X=87.93

UCL=98.48

LCL=77.37

Oct Nov Dec

Observation

Movin

g R

ange

918273645546372819101

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18

12

6

0

__MR=3.97

UCL=12.97

LCL=0

Oct Nov Dec

1

1

1

1

1

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1

I-MR Chart of Login Hours % by Month

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SAMPLE SIZE & METHODOLOGY– DISCRETE / CONTINUOUS

Source –

Sample Size Calculator

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MEASUREMENT SYSTEM ANALYSIS

Source –

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FMEA

Source –

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Graphical Summary Value Stream Map – VA/NVA 5 Why Analysis Pareto/Run Chart/Box Plot/Multi Vari

Potential ‘X’s Hypothesis Testing Vital Few ‘X’s

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Question :Tool :Establish Hypothesis :

How You will analysis your data : Briefly explain about the test.

REPEAT THE SAME SLIDE AS PER THE PROJECT REQUIREMENT FOR ALL POTENTIAL `X’s

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ROAD MAP - IMPROVE

Develop Alternative Solutions Select Solution Trials & Results

Measurement System Reanalysis FMEA Summary of Improvements

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DEVELOP ALTERNATIVE SOLUTIONS

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Risk Assessment

1

2

Alternative

Alternative Selection Tool Used: Criterion Based Matrix

Points Total Points Total

1 0 0

2 0 0

3 0 0

4 0 0

0 0

Alternative 1 Alternative 2WeightageCriterionS.No.

Step 1Step 1

Criterion fixed after discussion with team members and project Guide

Step 2Step 2

Step 3Step 3

Problem Description:

Tool Used:

•For every vital `X’ you should select min 2 Alternatives.• For every Alternative you should assess the risk.De f

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IMPROVE VITAL X 1………N

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Show results after improvement

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TRIALS AND RESULTS

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MEASUREMENT SYSTEM REANALYSIS

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FMEA

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Before AfterVital `X'S.No. Status

Improvement

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SUMMARY OF IMPROVEMENT PHASE

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ROAD MAP - CONTROL

Control Plan Control Charts Poka Yoke

Verification – Target vs Actual Documentation

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S.No. Control Point Specification UnitHow to

Measure ?

Who will

Do ?

Reaction

Plan

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CONTROL PLAN

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CONTROL CHARTS

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POKA YOKE

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VERIFICATION TARGET V/S ACTUAL

Comparison between before & After COPQ , DPMO and SIGMA level

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You can attach any approval related to project or any other document related to project

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DOCUMENTATION

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