penalty reduction & reward enhancement...• bpo – business process outsourcing • rnp –...

1

Penalty Reduction & Reward Enhancement

Candidate: ASQ South Asia Team Excellence Award (SATEA), 2018

$1+ Million of Concentrix savings

on Penalty Avoidance

across multiple Client

Accounts

Excellence Award

for RnP Report

Automation for 2018

Key Strategic

Project for enhancing

Organizational

Revenue

Project on Revenue Maximization

© 2018 Concentrix Corporation Confidential 2

2nd largest provider of customer engagement services

We provide services in 10 key verticals,

with focus on five strategic

industries that are critical for clients

every day:

Automotive

Banking & Financial Services

Consumer Electronics

Energy & Public Sector

Healthcare

Insurance

Media & Communications

Retail & e-Commerce

Technology

Travel, Transportation & Tourism

2


We are on course to be the greatest customer engagement services company in the world, rich in diversity and talent …

… and we will get there by embracing our culture.

Agenda

4

05

04

03

02

01

Project Walkthrough

Project Team and

Stakeholders

Project Framework

Project Background and

Purpose

# - #

# - #

# - #

# - #

# - #

Project Overview

3

1. Project Background & Purpose

1.01 Organizational Approach to Project Planning

1.02 Project Identification Process (General)

1.03 Project Selection Process (General)

1.04 Project Selection (Specific)

1.05 Project Goals and Benefits

1.06 Success Measure/Criteria Identified

This material is confidential and proprietary to Concentrix. No part of it may

otherwise be used, disclosed, circulated, quoted, or reproduced by any other

person or for any other purpose without prior written approval from Concentrix. If

you are not the intended recipient of this material, you are hereby notified that

such use, disclosure, circulation, quotation, or reproduction is strictly prohibited

and may be unlawful


INDEX – Frequently Used Terms & Abbreviations

• CNX – Concentrix Pvt. Ltd. • BPO – Business Process Outsourcing • RnP – Reward & Penalty • VOC – Voice of Client • MLOTT – Money Left On The Table • OI – Operating Income • NSD – No Surprise Dashboard • E2E Assessment – End-to-End Assessment • CRM - Customer Service Accounts (Customer Service) • IV - Industry Vertical • LOB – Line of Business • DPE – Delivery Project Executive / Operations Lead • DE – Delivery Excellence • PRR – Positive Response Rate • NRR – Negative Response Rate • HMD – How’s My Driving (Customer Experience) • FMEA – Failure Mode Effect Analysis • RCA – Root Cause Analysis • PDCA – Plan – Do – Check – Act

• DMAIC – Define – Measure – Analyze – Improve – Control • DMADV – Define – Measure – Analyze – Design – Verify • BGV – Back Ground Verification (Account type) • NVA – Non Value Add • VA - Value Add • IT - Information Technology • KPI - Key Performance Indicators • TQ-BQ - Top Quartile-Bottom Quartile • S.M.A.R.T. - Specific-Measurable-Achievable-Realistic-Timely • SIPOC - Supplier-Input-Process-Output-Customer • CTQ - Critical To Quality • ARMI - Approver-Resource-Member-Interested Party • SME - Subject Matter Expert • AOD - Absent on Duty • MRR Report - Client Metric Report • MSA - Measurement System Analysis • WFM - Work Force Management • CSA - Customer Service Associate • MKT - Members Knowledge Test

4


Organization Goals


• Improved Efficiency

• Optimum Utilization

• Cost Optimization

• OI% Enhancement

• Market Opportunities

• Technology Spread

• Revenue & Income

Growth

RAMP

• Reward Amplification

• Minimizing Penalty

• Positive Client VoC

• Fulfillment of Customer

Needs

• Promotor VoC Score

• ZERO MLOTT

Opportunity

• Advance the revenue by

Optimization of MLOTT

• Being preferred business

partner through

Innovation

• Innovation Score under

promoter category

Strategy Goal R&P Optimization Promotor - Client VoC

Organization Goals

Revenue Optimization Innovator & Preferred

Business Partner

VoC – Voice of Client MLOTT – Money Left On The Table OI – Operating Income

To identify any project opportunity – CNX team

review & assess the Organization goal.


Project Planning Methodologies


• Inputs from Annual

Strategy Meet

• Projects on Key

Growth/Biz Goals of -

Organization

Strategy Meet • Feedback

received in

periodic business

reviews

Biz Review

• Half-yearly Survey

Score

• VoC from Key Business

Partners

Client VoC

• Review of MLOTT

Report & project

metric selection

MLOTT

• Ideation Process

through Account

Innovation Council

• Idea Feasibility &

Impact Study

Innovation Council

• Monthly Report of

NSD ―No Surprise

Dashboard‖

• R&P Metric

Selection

NSD Review

• E2E account assessment of

Top/Critical Account

• Project Opportunities

Identification basis

Effectiveness & Efficiencies

Improvement

End-to-End Assessment

8

Project Selection Methods `̀ `̀ `̀ `̀ `̀ ̀

`̀ `̀ `̀ `̀ `̀ ̀

`̀ `̀ `̀ `̀ `̀ ̀

`̀ `̀ `̀ `̀ `̀ ̀

NSD – No Surprise Dashboard VoC – Voice of Client E2E Assessment – End to End Assessment MLOTT – Money Left On The Table

Various methodologies to identify the project

opportunities taken into consideration in project

planning stage (of course, inline with

organization goal)

5


Quantification, Impact & Timeframe of the Project Opportunity – The Expected Result


Problem/Opportunity

Identification &

Quantification

Similar Initiatives and/or Best

Practices Implemented

Objective

/ Expected

Results

Project

Timeframe



Steps for Project Identification Process

• Problem/Opportunity Identification –

A good project is with a significant

problem/opportunity definition. It is important

to identify the problem for customer, client

and/or business.

• Similar Initiatives and/or Best Practices

Implemented –

This helps to learn from previous lessons &

challenges. Also, get new ideas to improve

project design.

Steps for Project Identification Process

• Project Timeframe –

To determine the time to reach the

established objectives. Also, the lead time for

kickstart & coordination with various

stakeholders involved.

• Evidence and/or data to support

identified problem –

Research of data & evidence through

statistics, survey results, pervious reports

etc.. Also, the validation of problem extent.

• The objective and/or expected results –

To reflect on what to achieve and how. To be

realistic & it’s recommend to tale attainable

targets

• Key Stakeholder’s Approval & Business

Value –

To know right stakeholders for support, probe-

idea-clarification & approval on problem. Also,

evaluate the value to business.

Quantification, Impact & Timeframe of the Project Opportunity – The Expected Result

6


Project Selection Process

1.03 Project Selection Process (General)

Significant Impact

Significant Impact

of the problem /

Opportunity for

Customer, Client

and / or business

Solution Known /

Implemented

Is the solution

known or has a

similar initiative

been executed

Strategic Alignment

The identified

problem is

aligned with the

strategy /

business goals /

customer demand

/ client VoC

Project Sponsor &

Approval

Project sponsor’s

approval on

project goal, team

& budget

(Resource and /

or Financial)

ROI & Project

Benefits

Significant ROI

and Project

Benefit ($ benefit

or Customer

Experience) to

Customer / Client

/ Business

Project Timeframe

Project execution

timeframe to be

appropriate for

execution and

reaping the

benefits on time.

$


$381 $407 $477

$676

$884

$105,409 $105,632

$106,597

$109,249

$110,791

$102,000

$103,000

$104,000

$105,000

$106,000

$107,000

$108,000

$109,000

$110,000

$111,000

$112,000

$0

$2,000

Q 1 ' 1 7 Q 2 ' 1 7 Q 3 ' 1 7 Q 4 ' 1 7 Q 1 ' 1 8

PENALTY / REVENUE ($K)

Penalty - Total Total Revenue

Why To Do Project on Penalty Reduction ? Penalty – 2017 Vs 2018

Takeaway • The project on Penalty Reduction & Reward

maximization is of key importance as there was an increase in Penalty on a quarterly basis, and there was a need to investigate the reason for a steep increase in Penalty and plug the gaps to avoid any further revenue losses

* All the amount mentioned below is in $K

$256 $259 $271

$533

$711 $67,986

$67,467 $67,902

$69,686

$71,015

$65,000

$66,000

$67,000

$68,000

$69,000

$70,000

$71,000

$72,000

$0

$2,000

Q 1 ' 1 7 Q 2 ' 1 7 Q 3 ' 1 7 Q 4 ' 1 7 Q 1 ' 1 8

PENALTY / REVENUE-CRM ($K)

Penalty - CRM Revenue - CRM


Steep Increase in

Penalty

7


~ 31% Penalty Contribution

** Only Applicable RnP accounts

Data Considered from Dec 2016 to Nov 2017

CRM Accounts • e-Commerce 1 • Telecom • e-Commerce 2 • Mobile Product 1 • Mobile Product 2

IV Accounts • Claims Processing • Health Insurance • Banking 1 • Banking 2 • Banking 3

Industry Segmentation

All Accounts Live Accounts

Total Penalty ($K)

Total Reward ($K)

Total Accounts Studied**

Zero Penalty Accounts

Penalty Paid Account

Live Accounts

Zero Penalty in Q4 or

Amount < 20K

Live Accounts-In

Scope

Total LOBs-In Scope

Unique Metric LOB

Combination

CRM $ (1,318) $ 2,799 38 12 26 16 11 5 95 134

IV $ (621) $ 1,672 14 6 8 8 3 5 19 38

Total $ (1,939) $ 4,471 52 18 34 24 14 10 114 172

Total

Penalty

Paid 1.93 M (2017)

Penalty Landscape @ Account – LOB – Metric Level


Project In-Scope

Accounts


Prioritization of Accounts - 1.93Mn Penalty Paid for 2017

Details e-Comm 1 Healthcare Telecom e-Comm 2 Banking

Penalty Contribution 36% 16% 11% 7% 7%

Penalty Given ($ K) 625 279 195 128 126

Reward Actual ($ K) 919 576 30 15 546

Net-Off ($ K) 350 453 (88) (59) 451

Reward Potential ($ K) 2,331 TBC 1,980 TBC TBC

Opportunity Loss ($ K) 1,412 TBC 1,892 TBC TBC

Key Callouts • 93% penalty contributed by Top 10 Accounts of CNX

India • 5 CRM Accounts (61%) (EComm-1, Telecom,

EComm-2, Consumer Electronics, BGV) • 5 IV Accounts (32%) (Healthcare-1, Healthcare-2,

Insurance-1, Banking-1, Banking-2)

• 16 accounts did not have any penalty in Q4 2017 • Phase -1 focus on top 5 CRM accounts

• Net-Off = Reward Actual – Penalty Actual

• Opportunity Loss = Total Reward Potential – Net-off

Data Considered from Dec 2016 Till Nov 2017


625

279 195

128 126 96 68 45 23

0

100

200

300

400

500

600

700

Penalty ($K)

8


RnP – Benefits & Goals

1.05 Project Goals and Benefits

Penalty Reduction &

Reward Maximization

Project Goals & Benefits

GOALS

BENEFITS

STUDY

KPIs

Timeframe

ACTIVITIES

TASKS

• Framework Development

& Deployment

• Data Collection Plan

• Strategic Analysis

• Metric Deep Dive

Analysis

• Improvement

Implementation

• Study the current

Reward & Penalty

and share the

improvement

opportunities for

optimization

• Explore options for

NVA reduction,

solutioning & report

automation

opportunities.

• Data Collection & Analysis Study – 8 to

12 Weeks

• Pilot Execution, Deployment /

Implementation – 8 to 12 Weeks (from

Dec’17)

Revenue Increase

• Minimize Penalty &

Maximize Rewards

• Reduction in Organization

Cost

• Improve Client VOC


Project Success to Organization Goal Achievement

1.06 Success Measure / Criteria Identified

Penalty REDUCTION

$

Revenue ENHANCEMENT

STRATEGY GOAL

ACHIEVEMENT

• Penalty Reduction

• Reduce Penalty across multiple accounts and bring it down near Zero

• Standardization & Well-Integrated Practices

• Re-design the Reward & Penalty Reporting Structure basis the requirements & needs in

current (automation) era compared with the manual era

• Reward Optimization

• Optimized Reward to improve Organization Revenue

9

2. Project Framework






and may be unlawful.

2.01 Concise Project Statement

2.02 Type of Project

2.03 Scope Statement

2.04 Assumptions/Expectations

2.05 Project Schedule/High-Level Plan

2.06 Budget (Financial or Resource)

2.07 Risk Management


1 2

3 4

5

6,7

Project Framework

To Reduce the Penalty across through optimized

design, implement & drive performance

Project Statement

Project Scope – In-scope Prioritization of

Top contributor accounts impacting

Organization Penalty

Scope Statement

PDCA Drive – Plan, Do, Check & Act

Six Sigma Drive – Define – Measure –

Analyze – Improve - Control

Project Type, Phases & Activities

Type of Project

Budget (Financial or Resource)

Resource Budget & Risk

Management

Listing / understanding Project Expectations and

the underline assumptions to better project

management

Assumptions / Expectations

Approach defined & Gantt Chart to

govern project

Project Schedule / High-level Plan

01

02

03 04

05

06 & 07

10


Project Statement 2.01 Concise Project Statement

At Concentrix, we serve multiple client accounts across various industry verticals through

multiple channels. The performance across these accounts are gauged through different KPIs

segmented into SLAs – Service-Level Agreements & SLOs – Service-Level Opportunities. The

clients have different Rewards & Penalties levied basis the achievement of the agreed targets.

These accounts are called as RnP bearing accounts. There is a need to investigate and

understand the key factors impacting RnP negatively and an opportunity to optimize the same.

Business Case

For 2017, across PAN India, 52 accounts were studied and it was established that we paid a

huge penalty of $1.93Mn across various RnP bearing accounts. Out of 52 accounts, there were

34 accounts in which the penalty was paid, of which only 24 are Live as of Nov 2017. These

accounts were further split into LOBs & Metric combinations to understand the dynamics. There

were 161 Unique combinations of Account – LOB – Metric. These need to be studied further for

prioritization.

Problem Statement

Goal Statement

The goal of this project is to Study the current Reward & Penalty and share the improvement

opportunities for optimization. Explore options for NVA reduction, solutioning & report

automation opportunities.

1 2

3 4

5

6,7


Drive the Metric to Optimum Levels

for minimum Penalty Impact and

Maximum Rewards

Understand the current Penalty

impact and reduce the same

through Continuous Improvement

levers / tools

Continuous Improvement & Design Transformation

2.02 Type of Project

This project was a blend of Continuous Improvement and

Design Transformation

Why it was Continuous Improvement

Re-assess current Reporting

Structure and automate for

Business Intelligence & quick

actioning

Re-design standardized support

structure for future readiness (for organic / inorganic growth)

Why it was Design Transformation

Study on the requirements &

need of support structure

Basis the need & task requirement –

Re-define the support structure &

roles of each support staff category

Identify the reason for high

variation and low Metric

performance across multiple

Accounts / LOBs

Drive the Metric to Optimum Levels for

minimum Penalty Impact and

Maximum Rewards

DT1

DT2

CI1

CI2

1 2

3 4

5

6,7

11


Project Scope – In-scope Prioritization

2.03 Scope Statement

• All applicable RnP accounts studied to prioritize and do the project scoping

• Multiple Account-LOB-Metric Combinations in the scope of the study basis the

impact of Penalty

** Only Applicable RnP accounts

Total

Penalty

Paid 1.93 M (2017)

Project In-Scope

Accounts

1 2

3 4

5

6,7


Assumptions & Expectations

2.04 Assumptions/Expectations

Assumptions

• Accounts with Reward & Penalty applicable taken into the scope of the project

• Accounts even for Contract Renewal considered in the scope of the project as

there may be an opportunity for improvement

• Unique combination of Account – LOB – Metric will be taken only once as it is

specific to that account

Expectations

• Strategic Execution of the project by formulating the Approach, Framework,

and Governance

• Execute Tactical solutions to reduce penalty and enhance rewards

• Reporting Standardization for an analytical and business intelligence on the

Reward & Penalty data

1 2

3 4

5

6,7

12


Stage & Activity

General Details Data

Collection Plan

Strategic Analysis

LOB Metric Deep Dive Analysis

Improvement Implementati

on

Account LoB Location Metric

# of LOB - Metric

Combination

DE Owner

o RnP Data

Collection on LOB &

Metric

o Trend, Segmentation Analysis

o First Cut Analysis

o End-to-End

Analysis Study

o Action Plan Implementati

on

E-Comm-1

CS .IN Gurgaon PRR 1 Vivek Done Done Done 20-Mar-18 4-May-18 Legend

CS US, UK Multi

Location PRR 2 Vivek Done Done 8-Mar-18 28-Mar-18 12-May-18 Done

CS FLP Multi

Location PRR 2 Ankur Done Done Done 12-Mar-18 26-Apr-18 WIP

CS Digital Gurgaon PRR 6 Ankur Done Done Done 15-Apr-18 30-May-18 Possible

Delay

SS Gurgaon PRR 5 Vivek Done Done 28-Feb-18 20-Mar-18 4-May-18 Delayed

E-Comm-2

CS, CMB SS (L1 & L2) RMT(L1)

Pune / Bangalore

Resolution Rate

1 Raja Done Done Done Done 28-Feb-18

CS, CMB SS, RMT

Pune / Bangalore

External PCD

1 Raja Done Done Done 13-Feb-18 28-Feb-18

25

LOB-Metric Status Update / Project Governance 2.05 Project Schedule/High-Level Plan

A detailed project plan to have better governance on the project

1 2

3 4

5

6,7

And many more…


Resources Planning 2.06 & 2.07 Budget (Financial or Resource)

Resources Budget

Project Sponsor

Project Champion

Project Mentor

Project Leader

Cross Functional

Team

# Domain

Account Name

Location Data SPOC DE Black Belt Operations Leader Operations Executive

Leader

1 CRM E-Comm-1 Gurgaon Aman Gupta Vivek Gupta Tapsi Azaad/ A Jethin / Aman Jain / Aman Kaushik

Vivek Dutta /Jyoti Kanta Panda/Aditya Gambhir

2 IV Healthcare

-1 Gurgaon/Pun

e Sudhir Kashkari Mohit Juyal

Sumit Sharma/Audrey Dmonte

Sanil Mehra

3 IV Healthcare

-2 Gurgaon

Gagandeep Kochhar

Amit Updhyaya Vineet Unny / Tushar Choksi

Gagandeep Kochhar

4 CRM Ecomm-2 Pune /

Bangalore Amol Sathe Raja Banerjee Pankaj Chadha Pankaj Chadha

5 IV Banking-1 Vizag/Chandi

garh Sudha Manjeev Sabherwal -

And many more…

1 2

3 4

5

6,7

13

3. Project Team & Stakeholders






and may be unlawful

3.01 Stakeholders and How Identified

3.02 Project Champion

3.03 Project Team Selection

3.04 Team Preparation

3.05 Team Routines


Stakeholders, Project Funding, Oversight & Governance

3.01 – 3.03 Stakeholders, Project Champion & Project Teams

Project Leader (MBB) Project Leader CNX MBB

Black Belts

Project Mentors / Stakeholders

Operations Team

Training & Transaction Quality

WFM Team

Power BI Automation Team

We

ekly

co

nn

ect

Fort

nig

htl

y co

nn

ect

Executive Leaders – Country Leader

Executive Sponsor F. Function Leader

Project Champion G. Vertical / Functional Leader

Steering Committee:

Account Manager Concentrix

Mo

nth

ly c

on

ne

ct

Single Point of Contact Drive Continuous Improvement Ensure Sponsorship Stakeholder Engagement Collaboration / Partnership Facilitate Access Council Governance

Project Leader’s Role

Concentrix RnP Project Governance Council

Sponsor’s Role

Champion’s Role

Approve Project Funding

Strategic Alignment, Advocacy, Project Governance

Project Team

Executive Leader : Ravinder Rana – Country Leader

Sponsor: Ratna Puri – Director, Delivery Excellence & Transaction Quality

Leader

Mentor : Gaurav Prakash – Global Delivery Excellence Leader

Project Leader: Ankur Midha – DE Lead, Master Black Belt

Team : (Cross Functional & Competency Team)

14


Project Governance Council & Methodologies Applied

3.01 – 3.03 Stakeholders, Project Champion & Project Teams

Master Project Leader (Six Sigma Master

Black Belt)

Project Leaders (Six Sigma Black /

Green Belts)

Team Members (Operations, Training, Transaction Quality,

WFM, etc.)

10

172

30

Accounts

LOB-Metric Combinations

In-Scope Projects

Pyramid Approach

PD

CA

D

MA

IC

This project is an amalgamation of multiple

Black & Green Belt Projects that were run

by individuals / teams to reduce the Penalty

across the accounts by improving the

Metrics.


Project team worked out of different locations in India

3.04 Team Preparation

Project Sponsor

Operations, Quality

Project Champion

India

Master Black Belt (DE)

Project Black Belts

Automation Team

15


Environment in which the project team functioned

3.05 Team Routines

Emails, Meetings & Video Conferencing

Outlook / Skype for Business – Office 365 Polycom Gatekeeper / Real Presence Desktop

Workshops, Trainings Board Room, 5th Floor, Bldg. 14, Gurgaon

File Sharing with Access Control

SharePoint Site – on Concentrix Source – Minutes of all Internal and Client Meetings – Activity & Risk Assessment Tracker – Design / Architecture documents – Backlog, Sprint, Release Details – Required Approvals – SOW drafts

Travel (Mostly by Project Leads)

Workshops, IT Technical Assessments Business Meetings with Client

– As per Concentrix Global Travel Policy

Governance / Meetings Organization Bridge


Communication routines for the project team

3.05 Team Routines

Frequency

Ad-hoc Daily Weekly Fortnightly Monthly

Project

Champion

Handle escalations Project Review Meeting

with Project Team

Sort any project

challenges

Resolve outstanding or

―parking lot‖ items with

stakeholders and

Governance Council

Master

Black Belt

Support project team on

Lean Six Sigma tools

and techniques

Planning, co-ordination,

follow-ups with Project

Team on deliverables

Share project update to

core Project Governance

Council

Share a consolidated

view of project updates

with all stakeholders

Black Belts

/ Mentors

Workshops &

meetings—mapping

processes, provide

and review inputs, etc.

Participate in project

related activities

Resources

– Project

Leader,

WFM,

Quality, etc..

Provide the requested

data for analysis, etc..

Meeting with various team

members to conduct

project related activities like

process mapping, RCA,

recommendations, etc..

16


Structure of a typical review with Project Champion

3.05 Team Routines

Activity Tracker

Financials

Wrap-Up

Time

10 mins

What Led By

10 mins

20 mins

15 mins

10 mins

Status Update on Open Items Update on “Parking Lot” items earlier reserved

for discussion with steering committee

Review of project financials Billable hours, details of cross-charge Actual vs. Plan

Review of project plan—updates on project items completed, delayed and roadblocked Update on rule creation & maintenance FMEA items Status update on Project Deep Dive &

Reporting Structure Automation New or “developing” risks / support required FMEA items

Review of activities to be prioritized / completed in next couple of weeks

Motion of thanks

Project Champion

Black Belt

Black Belt, Analytics SME

Automation Champion, MBB Project Lead

Project Champion

Project Plan

Deep Dive

4. Project Overview






and may be unlawful

4.01 Project Approach

4.02 Tools Used Throughout Project

4.03 Tool Output At Different Stages of Project

4.04 How Team Was Prepared to Use the Tools

4.05 Dealing with Project Risk

4.06 Encountering and Handling Resistance as a Risk

4.07 Stakeholder Involvement in Project

17


ACT

4

Improvement Implementation o Governance Structure –

Bi Weekly Cadence o Solution Guidance &

Team Alignment o Standardized Reporting

Structure o Action Planning from

the Operations team

RnP Optimization Project Approach

CHECK

3

Improvement Implementation o Target Achieved (%

met) o RCA o Probable Factors o Recommendations

PLAN

1

Framework Development & Deployment o Study Existing RnP data o Phase-wise Scoping

o Phase 1 – Reduce Penalties to Zero

o Phase 2 – Maximize Rewards

o Data requirement map creation

DO

2

Data Collection Plan & Analysis o RnP Metric Mapping

with Penalty Paid o Operational Definition

for Metrics & RnP o Data Collection

template design o Performance Trend

Analysis o Segmentation Analysis

• Goal:- Focus on RnP optimization by reducing Penalty and maximizing Reward. The project will help create strong guidelines and a robust structure for faster improvement of the KPIs and rapid action implementation.

• Scope – Top accounts contributing 80% of penalty.

Overview:

Total

Penalty

Paid 1.93 M (2017)



Reward And Penalty Optimization Project Approach


Proposed Dates S.No. Stage Activity Start Date End Date Status

1

PLAN Framework Development

& Deployment

o Study Existing RnP data 10-Oct-17 20-Oct-17 Closed

2 o Phase wise Scoping - Phase 1 – Reduce Penalties to Zero 23-Oct-17 27-Oct-17 Closed

3 o Data requirement map creation 30-Oct-17 4-Nov-17 Closed

4

DO

Data Collection Plan

o Data Collection template design 4-Nov-17 4-Nov-17 Closed

5 o RnP Data Collection on LOB & Metric Mapping, Operational definition, Segmentation

6-Nov-17 10-Nov-17 Closed

6

Strategic & Metric Deep Dive Analysis

o Trend Analysis 13-Nov-17 18-Nov-17 Closed

7 o Segmentation Analysis - LOB, Account, Competency level 20-Nov-17 23-Nov-17 WIP

8 o Target Achievability Check (% Met & Volume) 24-Nov-17 25-Nov-17 WIP

Metric Prioritization

9

CHECK Improvement

Implementation

o RCA & Probable Factors 28-Nov-17 1-Dec-17 WIP

10 o Recommendations & Action Planning 1-Dec-17 8-Dec-17 Yet To Start

11

ACT Improvement

Implementation

o Governance Structure – Weekly / Bi Weekly Cadence 4-Nov-17 4-Nov-17 WIP

12 o Toolkits Designing for Solution Architecture 8-Dec-17 28-Dec-17 Yet To Start

13 o Solution Guidance & Team Alignment 1-Jan-18 30-Apr-18 Yet To Start

18


Operative Rigor

• Awareness with Operations team on faster RnP Metrics turnaround

• Use of simpler tools/ Analysis for improvement like Agent BQ Management, Refresher sessions, etc.

• Quick Win Implementation

Business Process / Technology Change

• Specialized team to do RCA

• Implement recommendations basis identified Potential Xs

• Involve Technology team, if any automation required

• Business Case for Client Showcasing and validation on any Business Process-related changes

Re-Baseline / Re-Design

• Baseline Toolkit

• Re-baselining activity for RnP Metric

• Business Case for Client alignment

• Client Sign-off on the New Baseline / any change in methodology / Design / structural changes etc.

Bi Weekly / Monthly Cadence & Structured Reporting for Effective RnP Management

Not Met % 0 to 40% 40 to 80% 80 to 100%

Deep Dive Analysis (LOB / Metric)

Continuous Improvement Framework 4.01 Project Approach


Approach & Components – Operative Rigor

• Performance tracking & reporting

• End to end process mapping, flow & understanding

• NVA / VA Identification

• Quick Wins / Lean Implementations

• Standardization

• Agent Work Map Understanding & Gap Identification

• Agent BQ Management

• Training Management – Training Need Identification to Learning Management

• Gamification & Incentivization123

• 123

Process Door

• Trend Analysis,

• Call Driver Analysis

• Call Type Segmentation analysis

• Issue Type segmentation

• Customer Segmentation

• Tenure Analysis

• Variation Analysis across agents & teams

• Time (Hour / Interval / Day / Month) Analysis

• Demographics Study

• Business Insights

Data Door

• Trend Analysis,

• Call Driver Analysis

• Call Type Segmentation analysis

• Issue Type segmentation

• Customer Segmentation

• Tenure Analysis

• Variation Analysis across agents &

teams

• Time (Hour / Interval / Day / Month)

Analysis

• Demographics Study

• Business Insights

• Performance tracking & reporting

• End-t- end process mapping, flow &

understanding

• NVA / VA Identification

• Quick Wins / Lean Implementations

• Standardization

• Agent Work Map Understanding & Gap

Identification

• Agent BQ Management

• Training Management – Training Need

Identification to Learning Management

• Gamification & Incentivization123


19


Approach & Components – Business Process / Technology Change

Our methodology and support models are proven enablers to drive customer engagement and

additional process innovation and transformation for our clients.

Identify gaps to Concentrix

proven best practice process

models to establish business

value of improvement

Establish current business,

technology and process

maturity, assess against

performance benchmarks

Manage end-to-end process

execution against Concentrix best

practices, control framework and

benchmarks, feedback process

monitoring for further opportunities

Monitor performance at

granular level against

standards and

benchmark targets

Deploy innovative tools to

automate manual tasks and

drive productivity, quality

and outcomes

Create and extend innovation and

risk management across processes,

technologies, and people

Implement Monitor Improve

Analyze Understand

Contact Avoidance

Contact Deflection

Contact Routing

Contact

Optimization

Unstructured, Text Analytics

Speech Analytics

Predictive Analytics

Forecasting and Optimization

Advanced Analytics

Design

Customer Experience Revenue Generation Service Optimization

Customer Insights

Strategy and Operational Consulting

Process Optimization and Automation



Deciding what to

do and when

Design and

build quickly

Deploy and

run efficiently

Continually

learn and tune it

Design Solutions

Re-Baseline Customer Journey Mapping

Performance Metric Met Validation (If

Not Met Continuously)

Performance Metric Met Validation at Agent Level for all

LOBs

Customer segmentation,

profiling & use case

Customer Engagement Management

Performance Metric Met Validation

across Network/All Vendors

New S.M.A.R.T. Goals to be defined

Statistically

As-Is Customer Experience

Assessment – phase-wise

experience mapping

Opportunity Identification – Personalization,

Experience, Loyalty, Retention

Performance Metric Met Validation at

Process Level for all LOBs

Client Agreement & Sign-off on the New

SMART Goals

Design Workshops / Journey Mapping

Potential Transformation

Phase-wise Implementation

Approach & Components – Re-Baseline & Re-Design 4.01 Project Approach

20


Which tools were used and why?

4.02 Tools Used Throughout Project

Framework Development

• Focus Groups

• Effect Impact

• Brainstorming

• Governance Structure

Strategic Analysis

• Data Collection & Standardization

• Baselining

• Metric Evaluation Analysis

Metric Deep Dive

• Metric Evaluation Analysis

• Trend Analysis

• Segmentation Analysis – LOB, Account, Competency

• Target Achievability – Met/Not Met

Improvement Implementation

• Root Cause Analysis

• Probable Factors

• Recommendations

• Solution Guidance & Team Alignment

• Target Setting / Goal Setting


Information gathered from tools at various stages

4.03 Tools Output at Different Stages of Project

Framework Development

• In-Scope Focus Accounts per Revenue mapping

• Penalty Impact on Revenue

• Account-LOB-Metric Scoping

• Governance Structure

Strategic Analysis

• Standardized Data collection

• Business Intelligence Reporting

• Baselining on Metric, Revenue & Penalty

• Metric Scoping

Metric Deep Dive

• Metric Prioritization for Projects

• LOB, Account, Competency mapping

• Target Achievability – Met/Not Met & Prioritization

Improvement Implementation

• Causes Identified

• Validated Probable Factors

• Recommendations

• Solution Guidance & Team Alignment

• Target Setting / Goal Setting

21


We have a strong Quality DNA & Innovation Culture

4.04 How Team Was Prepared to Use the Tools

Strong team supporting CRM & IV clients: – Industry SMEs – Master Black Belts – Black Belts – Analytics Experts – Automation Experts – Change Management Experts

Optimizing processes & resources through

– Waste elimination (Lean) – Variability reduction (Six Sigma) – E2E Design (Reengineering) – Performance Management – Continuous Improvement

Consistent high performance

– Ensure business-critical measures meet and exceed client requirements consistently

Value add to client process

– Understanding upstream and down stream client processes and suggesting value-add to clients

Standard optimized process

– Drive organizational alignment, integrate silos

– Monitor and evaluate processes are delivering as planned

Innovation & Quality DNA Enhancement focusing on skills, behavior and mindsets

– Leadership role modeling – Alignment & communication – Deep skill sets – Execution Focus

In-house Training Programs

– Classroom Programs – Online Self-Paced Programs on

Concentrix University

Six Sigma Yellow Belt

Six Sigma Green Belt

Lean Thinking

Evolving Centers of Excellences

– Claim Processing – Claim Auditing – Renewals – Lead Warming Regularly conducting the following activities across a large client base

– Ideation campaigns – Baselining & Benchmarking – Maturity Assessments – Cross-pollination and standardization

of best practices across 7 competencies

Customer Focus People Focus Thought Leadership Global Team


All risks expected initially were successfully mitigated

4.05 Dealing with Project Risk

Failure Modes and Effects Analysis

Item / Function Potential Failure Mode(s)

Potential Effect(s) of Failure SE

V

Potential Cause(s) / Mechanism(s) of Failure O

CC

Current Design Controls D

ET

RP

N Mitigating

Actions New

SEV

New

OC

C

New

DET

New

RP

N

Info Sec Approval from IT Team for Reporting Structure implementation

Delay in Info Sec Approval

Project will be delayed and will not be closed as per decided closure date

6 Not on priority list of IT’s Info Sec team

4 No insight of Info Sec priority list

6 270 The IT team is asked to put this on priority for Info Sec

6 1 1 6

RCA analysis & Potential Probable Factors

Incorrect RCA or delayed RCA

The issue will not be resolved or the Project will get delayed

9 Not following the correct Six Sigma methodology

3 Cannot be detected before conducting the sessions to identify RCA

7 189 Use Six Sigma guidelines to identify RCA and probable factors

9 4 1 36

Recommendation implementation and faster execution

Delay in implementation of the proposed recommendations

Penalty Metric will be impacted negatively and may also lead to delay in Project Closure

9 Not on priority for the stakeholders to implement the recommendations

8 Fortnightly cadence with stakeholders

2 144 Strict Governance between all the stakeholders and the leadership team

9 2 2 36

NOT EXHAUSTIVE

22


Stakeholders’ concerns were identified and addressed

4.06 Encountering and Handling Resistance as a Risk

Stakeholders Detractor Passive Promoter Issues / Concerns Influencing Strategy

A. Client Executive

B. Client Ops Manager

F. Vertical Leader Negative Impact of Penalty and how to mitigate faster

Discussed scope of Project including implementation strategy and logistics to gain high savings

G. Operations Leader Not aware of impact Discussed scope of Project including implementation strategy and logistics to gain high savings

H. Asset Manager

I. Acct Mgmt. Leader

J. DE Leader

K. Info Sec Leader Confidential - should not leak

Agreed to share detailed architecture & reporting structure

L. Development Leader Not on priority list Top-down approach: project importance communicated. Outlined specific support items for development of Automated Reporting


Stakeholder involvement enriched our project

4.07 Stakeholder Involvement in Project

Project Sponsor: Performed as an enabler in the Change Management

Champion: Governed it end to end in periodic reviews

04. Action

for transformation

Mentor: Helped in formulating the implementation strategy

Champion: Partnered in performance review & monitor

03. Formulate

strategy

Mentor: Helped review the Project outcomes and guided on the next steps

RnP Project Lead: Helped in analyzing the PAN India Reward and Penalty data and prioritize the workable Account-LOB-Metric combination. Also, set up the governance to track the progress of the projects

Project Lead: Helped in analyzing process-level data to find the probable causes and recommendations

02. Conduct

analysis

Project Sponsor: Personally championed the project In-scope & account selection

Champion: Partner with project leader to get the required approvals from various accounts &business stakeholder Project Account Lead: Helped in identification of task requirement from each role

01. Evaluate

situation

23

5. Project Walkthrough






and may be unlawful

5.01 Data-Driven Project Flow

5.02 Solution Validation

5.03 Solution Justification

5.04 Results

5.05 Maintaining the Gains

5.06 Project Communication


Account Wise RnP Trends – 2017 Vs. 2018

Take Away Telecom-1, Healthcare-1 & Healthcare-1 contributing to 82% of the Penalty Amount for Q1’2018 | Healthcare-2, E-Comm-1 contributing to 83% of Reward Amount for Q1’2018


Q1'17 Q2'17 Q3'17 Q4'17 Q1'18

1 Telecom 34,070 0 (93,503) (135,216) (349,206)

2 E-Comm (191,946) (81,991) (54,494) (296,156) (263,147)

3 Healthcare (81,852) (66,190) (71,652) (59,756) (113,706)

4 Consumer Electronics (12,434) (18,002) (9,657) (27,456) (48,539)

5 Banking (30,055) (31,453) (32,055) (32,899) (32,908)

6 E-Comm (25,344) (26,547) (31,823) (44,542) (24,383)

7 Banking (13,360) (16,488) (1,612) (13,655) (13,949)

8 Telecom 3,054 (4,560) (8,412) (3,988) (10,328)

9 Healthcare 0 0 0 0 (6,897)

10 E-Comm 0 0 0 (1,178) (6,235)

11 BGV (4,901) (368) (4,940) (13,175) (5,678)

12 Healthcare 0 (3,000) (88,144) (5,000) (5,000)

13 Consumer Electronics (2,212) 0 0 (539) (1,985)

14 MMTL (833) (2,294) 0 0 (1,234)

15 Insurance 0 (3,636) (1,000) (8,934) (326)

16 Insurance (1,787) (345) (614) (551) (144)

(381,357) (407,261) (476,632) (676,353) (883,664)

# AccountPenalty

Q1'17 Q2'17 Q3'17 Q4'17 Q1'18

Healthcare 251,402 407,515 336,279 495,544 471,681

E-Comm 367,993 239,043 100,644 182,168 216,311

Consumer Electronics 139,482 174,750 118,564 112,840 106,604


E-Comm 16,659 58,340 50,636 42,206 41,707

Healthcare 14,113 18,268 23,417 23,876 21,656

E-Comm 6,368 11,324 10,566 1,256 21,456

Consumer Electronics 0 0 4,413 10,048 21,346

Telecom 5,220 9,189 1,385 15,843 20,022

Insurance 49,050 40,588 24,415 32,026 13,041

E-Comm 7,777 7,037 9,316 1,207 9,392

Healthcare 5,109 6,676 5,961 6,666 6,355

BGV 0 425 0 2,762 5,976


E-Comm 5,310 3,171 10,164 4,524 4,299


E-Comm 1,807 1,252 663 1,243 1,494

995,759 1,096,282 1,274,015 1,105,326 1,023,959

AccountReward

24


E-Commerce Client


E-Comm-1 CS – RnP Management – CI Approach

[CELLRANGE]

[CELLRANGE]

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[CELLRANGE]

[CELLRANGE]


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[CELLRANGE]

[CELLRANGE]

[CELLRANGE]

[CELLRANGE]

0

50000

100000

150000

200000

250000

300000

350000

400000

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

Not Met %

Ave

rage

Vo

lum

e D

istr

ibu

tio

n

Key Callouts • E-Comm-1 Customer

Support’s 25 Sub-LOBs mapped basis PRR Not Met % Vs. Average Volume (Month on Month)

• Solutions approach segregated basis logical criteria like Not Met % & Volume contribution

• Solution Type • Operative Rigor • Business Process /

Technology Change • Re-Baseline / Re-Design

• Further investigation might be required for better understanding

• Action-driven governance toward improvement to be implemented

BUSINESS PROCESS / TECHNOLOGY CHANGE

OPERATIVE RIGOR

Data Considered from Dec 2017 Till Sept 2017 (Q3)

2 5

E-Comm-1 Customer Support – PRR Not Met % & Average Volume Distribution

18

Target Not Met Twice in Last 3 Months (Average Delta)

(-0.3%)

(-0.3%)


25


E-Comm-1 SeSu – RnP Management – CI Approach

[CELLRANGE]

[CELLRANGE]

[CELLRANGE]

[CELLRANGE]

[CELLRANGE]


[CELLRANGE]

[CELLRANGE]

[CELLRANGE]

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[CELLRANGE]

[CELLRANGE]

[CELLRANGE]

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

E-Comm-1 Seller Support – PRR Not Met % & Average Volume Distribution

Not Met %

Ave

rage

Vo

lum

e D

istr

ibu

tio

n

Key Callouts • E-Comm-1 Seller Support’s 13

Sub-LOBs mapped basis PRR Not Met % Vs Average Volume (Month on Month)

• Solutions approach segregated basis logical criteria like Not Met % & Volume contribution

• Solution Type • Operative Rigor • Business Process /

Technology Change • Re-Baseline / Re-Design

• Further investigation might be required for better understanding

• Action-driven governance toward improvement to be implemented

RE-BASELINE/ RE-DESIGN BUSINESS PROCESS / TECHNOLOGY CHANGE

OPERATIVE RIGOR

Data Considered from Dec 2017 Till Aug 2017 (Q3)

7 2 2 2

Non-Active Target Not Met Twice in Last 3 Months

(-18.2%)

(-4.6%) (-1.2%)

(-20.9%)

(-20.1%)

(-5.4%)

(-4.7%)

(-3.9%)

(Average Delta)

(-24.6%)



Walkthrough – Recap of Tools Used and Data Output


Control Improve Analyze Measure Define

CTQ Drill Down tree: Breaking a bigger problem into smaller ones

ARMI: Level of Participation and Support of stakeholders

S-I-P-O-C: high level process map & list of stakeholders

Develop a Project Charter: Business Case, Problem and Goal Statement

Gantt Chart: Project tasks, status, resources assigned, timelines, dependencies

Measurement System Analysis : Understand actual process variation

Data collection Plan: Strategy for collecting reliable data (Output and Input Variables)

Fishbone Analysis: Categorized list of scenarios

HMD Audit & Analysis: People and Policy Defects

Control Impact Matrix: Separate the vital Xs from trivial many

Hypothesis testing: List of Xs for statistical validation

Customer Journey Map: Identify Customer Pain Points and Improvement levers

Improvement Themes: Reasons for No response, process level changes, SOP updates

New Hire Support: Case Review Mechanism and optimized SPAN ratio

FMEA: Mitigation plan for risks affecting the project

TQ – BQ Variation: Specific Associates who need training

Tracking Mechanism of Xs : Statistical Process Control (SPC) for measuring and analyzing the variation in the process

Hypothesis Testing: statistical significance of CTQ performance

Control Charts: stability of CTQs over time Statistical Process Control for Xs and Ys

Process Control Plan : Prepare a control plan and Implement the solution Keep track of vital Xs

Baselining: Process Capability Report and Goal setting

Performance Standard: Translate customer requirement to a measurable characteristic

Sampling: Sampling strategy

26


Creating a Shared Need to Shape the Vision


Define

S-I-P-O-C: High-level process map & list of stakeholders




Develop a Project Charter: Business Case, Problem, and Goal Statement

DMAIC methodology was followed for sustainable improvements…

Concentrix performance compared with other partner sites (Network)

Concentrix has a strong culture of leading change by adopting Six Sigma in Process Improvement…

NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.


High-Level Process - SIPOC



Define

ARMI : Level of Participation and Support of stakeholders




Project team collectively shortlisted high-impact project ideas collected while keeping in mind the effort that would be needed to fructify them


27


Project Managed Using ARMI


Define


ARMI tool used to set expectation and level of support required at Phase level

……… Develop a Project Charter : Business Case, Problem and Goal Statement





CTQ Drill Down tree – Translating Organization Needs Into Specific, Actionable Project Metric


Define






CTQ Drill down tree – Connecting the Project Metric to Overall Business Objective of Concentrix

28


Rigor and Governance – Detailed Project Plan


Define






The project team created a plan to initiate a transformational design effort



Established As-Is Performance of Key CTQs


Measure

Data Collection Plan: Strategy for collecting reliable data (Output and Input Variables) Measurement System Analysis: Understand Actual process variation



Improve PRR performance: From 88.7% to 93.5% by May’18 HIGHER IS BETTER


29


Data Collection Plan and Identification of Stratification Factors (1/2)


Performance Standard: translate customer requirement to a measurable characteristic

Measure

Measurement System Analysis : Understand Actual process variation




Data collection plan is a critical step in Measure Phase, team collectively identified variables on which data was available and additional factors which were introduced in Transaction Audit sheet



Data Collection Plan and Identification of Stratification Factors (2/2)



Measure

Measurement System Analysis: Understand Actual process variation




Data collected across range of factors – Some Variable where Data is available and for others variables introduced in Quality Audit Mechanism


30


Measurement System Analysis (MSA)



Measure





Output Data was coming from Automated Source, hence no such need was felt to run a full-scale MSA Study.

There are two types of reports available PRR and MRR. They are from two different sources:- PRR is the available to everyone on floor and is the driving factor for performance. PRR report form automated source is available daily. MRR is available only with leadership team. This report is available fortnightly. This Report is considered for Bonus and Penalty Calculation. This important for project as our goal states “To improve PRR from 88.7% to 93.5% or higher than Network PRR by May ’18 to earn Bonus/avoid Penalty” There is difference between PRR report (what we drive on floor) & MRR Report (used for bonus/penalty calculation). At times, we achieve first position in network according to PRR Report while we stand second or last in network according to MRR (used for billing) There is difference between PRR and MRR percentage is used for calculated of MSA variance and found to be in control.


Sampling Plan


Measure

Data collection Plan: Strategy for collecting reliable data (Output and Input Variables) Measurement System Analysis: Understand Actual process variation




Data collection plan involved sampling strategy for certain variables and for sum entire period data at Day level was collected to measure the variance.

100% HMD No Mining data was collected for the period Jan ’18-Feb ’18

Met % was measured on 4 batches of new hires to verify Ramp Achievement vs. Goals and other factors that drive performance of new hires

Live Escalations as a factor was recorded for sample contacts and evaluated on PRR performance

Sampling Strategy was deployed for selecting small number of transactions in situations where 100% data collection was not possible. Hypothesis testing was done on the sample data collected.

31


Extensive Data Was Collected and Analyzed for Checking Trends


Measure






Data collected over 12 months to see any specific trends, volume handled, Resolved, Survey sent, Response received and PRR%.



Process Capability Report – Johnson transformation applied on Non Normal Data


Measure






As the Data was Non-Normal, we applied Johnson transformation, the data points on the probability plot fall along the straight line and the ‘p’ value (0.94) is greater than alpha level of 0.05 Run chart keeping day as a unit suggest stable data meeting criteria of stability test …


32


Established As-Is Performance of Key CTQs


Analyze





Improve PRR performance: from 88.7% to 93.5% by May’18...

HIGHER IS BETTER



Hypothesis Testing on Cross Skilled and Parent LOB



Analyze





Project team had multiple brainstorming sessions with active involvement of quality, operations, training, WFM, HR and client teams to identify and test set of factors


ParentCross Skilled

1.0

0.8

0.6

0.4

0.2

0.0

Dedicated / Shared

PR

R %

Boxplot of PRR% (GGN UK Voice)

Cross Skilled Associates

Impact PRR performance by

1%

33


Graphically Measuring Not Met% for New Hires



Analyze





Project team had multiple brainstorming sessions with active involvement of quality, operations, training, WFM, HR, and client teams to identify and test set of factors


Delayed Hiring one of the

reasons for low performance

on NH batches because of poor

floor support

Pearson correlation of PRR and

Understandability Score = 0.420

P-Value = 0.002


HMD No Mining for the period Jan ’18 - Feb ’18



Analyze





Customer No Response was broken down into People (CSA Error) and Policy Error (Systemic and SOP related defects)

43% No on Account of

People Error and 57% on

Account of Policy Error

34


Control Impact to Identify Improvement Themes


Analyze






Improvement themes classified based on magnitude of Impact and Effort estimate and within control


Customer Pain Points While Placing and Delivery of Order


Analyze






Customer Pain Points captured to Identify Improvement themes


35


Improvement Themes


Improve


Live Escalation Mechanism


Improvement Themes: Reasons for No Response, process level changes, SOP updates

Improvement themes identified using Data Door Approach and Process Door Approach

HIGHER IS BETTER


Quartile Analysis to Identified Specific Associates for Improvement Plan



Improve




Established new methodology of measuring TQ – BQ Variation and tracking TQ-BQ variation on Weekly basis


Average TQ-BQ Variation at 33%, which is down to 20% in Feb’18, Goal is to further bring down the TQ-

BQ variation to 15%

36


Process Reengineered for Handling Live Escalations



Improve




Handling Live Escalations Identified as a Vital Xs and process was reengineered to take care of Customer contacts needing escalation support


FMEA – Risk Mitigation and Mistake Proofing


Improve

TQ – BQ Variation: Specific Associates who need training Live Escalation Mechanism



Team collectively identified High Severity Risk Process steps. Revised Process created for range of variables like handling live escalations, Supervisory support, etc.

37


FMEA – Risk Mitigation and Mistake Proofing


Improve

TQ – BQ Variation: Specific Associates who need training Live Escalation Mechanism


FMEA: mMtigation plan for risks affecting the project

Team collectively identified High Severity Risk Process steps. Revised Process created for range of variables like handling live escalations, Supervisory support, etc.


Process Control Plan


Control

Tracking Mechanism of Xs: Revised Process Maps, Hand-off to Process Owner, stakeholder training

Hypothesis Testing: Statistical significance of Before and After improvement

Control Charts: Stability of CTQs over time Statistical Process Control for Xs and Ys

Process Control Plan: Process Monitoring and Controls

Improve PRR performance: From 88.7% to 93.5% by May ’18 HIGHER IS BETTER

38


Tracking Mechanism of Xs (Handled Live)


Process Control Plan : Process Monitoring and Controls

Control



Tracking Mechanism of Xs : Revised Process Maps, Hand off to Process Owner, stakeholder training

Project team had multiple brainstorming sessions with active involvement of quality, operations, training, WFM, HR and client teams to identify and test set of factors



Before and After Improvement (Xs – Handled Live)


Tracking Mechanism of Xs : Revised Process Maps, Hand off to Process Owner, stakeholder training

Control




Two-Sample T-Test and CI: Handled Live %, Stage Two-sample T for Handled Live % Stage N Mean StDev SE Mean Post 16 0.9921 0.0202 0.0050 Pre 12 0.6860 0.0796 0.023 Difference = μ (Post) - μ (Pre ) Estimate for difference: 0.3061 95% CI for difference: (0.2549, 0.3574) T-Test of difference = 0 (vs ≠): T-Value = 13.01 P-Value = 0.000 DF = 12

39


Statistical Process Control


Control

Tracking Mechanism of Xs: Revised Process Maps, Hand off to Process Owner, stakeholder training Hypothesis Testing: Statistical significance of Before and After improvement



I-MR chart was used to compare Pre and Post Performance for PRR of UK Voice


RnP Trending

$(323) $(335) $(274)

$(300)

$(235) $(257) $(202)

$(113)

$349 $308 $297

$337 $337 $309 $313 $320

$(400)

$(300)

$(200)

$(100)

$-

$100

$200

$300

$400

Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18

RnP Trends

Penalty Reward

$25.8 $19.2 $17.0 $22.3 $19.9 $21.4 $16.9 $15.6

1.36%

1.60% 1.75%

1.51%

1.70%

1.44%

1.85%

2.04%

1.25%

1.74% 1.61%

1.35% 1.18% 1.20% 1.20%

0.72%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

$-

$5.0

$10.0

$15.0

$20.0

$25.0

$30.0

Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18

Revenue & RnP Trending

Revenue (Mns) % Reward % Penalty

5.04 Results

Penalty Trends

Telecom - $ 136K in Jan’18 to $ 57K in Aug ’18

E-Comm – $ 72K in April to $ 3K in Aug ’18

Consumer Elect. - $ 23K in April to $ 6K in July ’18

Healthcare – $ 38K in April to $ 1K in Aug ’18

Continuous reduction in penalty across all the accounts

Average Penalty to Revenue ratio of 1.50% for Dec-17 & Jan-18 (Baseline) reduced to 0.72% (Post Project) in July-18 with 52% improvement

A drop in overall revenue is observed across June & July 2018, however it has no impact on the Penalty to Revenue ratio as the metric has been neutralized for calculations

40


Penalty Avoidance in Project In-Scope Accounts

Continuous efforts from the Black Belts across accounts to reduce penalty Different Accounts / Projects / Initiatives have a different baseline that were initiated at different times

Penalty Avoidance of

670 K till June-18 $-

$50,000

$100,000

$150,000

$200,000

$250,000

2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03

$87,693

$42,845

$81,338

$168,458

$219,478

$77,876 $58,476

ECOMM-CS

$-

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03

$37,284

$68,489

$44,113 $40,829

$24,709 $23,182

$15,188

ECOMM-SS

0

10000

20000

30000

40000

50000

60000

2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03

$32,918

$55,089

$23,806 $20,763

$15,765

ECOMM-2

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03

$79,316 $97,668

$211,619

$391,697 $366,899

$123,061

TELECOM

$-

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03

$2,795

$368

$4,940

$13,175

$5,282 $4,114

$-

BGV

5.04 Results


Case 1-50% Case 2-25%

Location CRM/IV Live/Dormant Client Name Reward Penalty Net Penalty PenaltyRevenue ($)

(2017)

Penalty To

Revenue Ratio

Case 1 - 50%

Reduction

Case 2 - 25%

Reduction

Combined CRM Live E-Comm 890 (625) 350 (312)$ (468)$ 49,706$ -1.3% -0.6% -0.9%

GGN IV Live Healthcare 0 (279) (250) (140)$ (210)$ 17,115$ -1.6% -0.8% -1.2%

Combined CRM Live Telecom 576 (195) 453 (97)$ (146)$ 26,448$ -0.7% -0.4% -0.6%

PUN CRM Live E-Comm 30 (128) (88) (64)$ (96)$ 3,396$ -3.8% -1.9% -2.8%

VIZ IV Live Banking 0 (126) 9 (63)$ (95)$ 14,344$ -0.9% -0.4% -0.7%

GGN IV Live Healthcare 1,491 (96) (116) (48)$ (72)$ 21,671$ -0.4% -0.2% -0.3%

BLR CRM LiveConsumer

Electronics546 (68) 451

(34)$ (51)$ 22,417$ -0.3% -0.2% -0.2%

VIZ IV Live Banking 0 (45) 0 (23)$ (34)$ 3,567$ -1.3% -0.6% -0.9%

GGN CRM Live BGV 3 (23) (9) (12)$ (18)$ 722$ -3.2% -1.6% -2.4%

GGN CRM LiveConsumer

Electronics32 (22) (17)

(11)$ (17)$ 2,334$ -1.0% -0.5% -0.7%

VIZ IV Live Banking 0 (21) 0 (11)$ (16)$ -$ 0.0% 0.0%

VIZ IV Live Banking 0 (20) 0 (10)$ (15)$ 434$ -4.6% -2.3% -3.5%

KOL IV Live E-Comm 16 (19) (21) (10)$ (14)$ 109$ -17.6% -8.8% -13.2%

GGN CRM Live E-Comm 168 (16) (8) (8)$ (12)$ 9,558$ -0.2% -0.1% -0.1%

MUM CRM Live Telecom 0 (14) (12) (7)$ (10)$ 787$ -1.8% -0.9% -1.3%

CHD IV Live Healthcare 0 (14) 114 (7)$ (10)$ 1,172$ -1.2% -0.6% -0.9%

BLR CRM Live Healthcare 16 (14) (11) (7)$ (10)$ 437$ -3.1% -1.6% -2.3%

CHN CRM LiveConsumer


(5)$ (8)$ 2,647$ -0.4% -0.2% -0.3%

CHN CRM LiveConsumer


(2)$ (3)$ 1,940$ -0.2% -0.1% -0.1%

BLR CRM Live Healthcare 24 (3) 19 (2)$ (2)$ 820$ -0.4% -0.2% -0.3%

CHD CRM Live E-Comm 25 (3) 22 (2)$ (2)$ 4,212$ -0.1% 0.0% -0.1%

GGN CRM LiveConsumer


(1)$ (2)$ 2,582$ -0.1% -0.1% -0.1%

Baroda CRM Live E-Comm 48 (2) 50 (1)$ (2)$ 1,499$ -0.2% -0.1% -0.1%

PUN CRM Live E-Comm 0 (1) (1) (1)$ (1)$ 845$ -0.1% -0.1% -0.1%

4,383 (1,752) 2,452 $ (876) $ (1,314) $ 235,926 -0.7% -0.4% -0.6%

AccountWise RnP Target Setting

RnP YTD-2017

RnP Target Setting Calculator

Takeaway Target Simulation created on 2 case scenarios • 50% Reduction • 25% Reduction

KRA Target Setting for DPE’s - Target should be 50% reduction on % of Penalty to Revenue ratio / 50% on Absolute Penalty Amount Account-wise targets calculated At 50% reduction of Penalty, the amount will be @ 876 K for 2018 with Penalty to Revenue ratio at 0.4%


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Reward & Penalty Reporting

Standardization Power BI Dashboard

An automated Dashboard was created to generate a centralized Business Intelligence report, which will help to measure and drive rewards across accounts



Key Challenges & Workaround


Key Challenges Workaround

•LOB & Metric-level Penalty & Reward Data not readily available

•No central SPOC to get the data

•Data mismatch between Business Ops, FA & account WFM / Quality

•Broken / No process to map, evaluate and track RnP dynamics

•NobBuy-in from the functional teams on RnP Standardization process

•Standard Data Capturing Template created to capture standardized data

•A central SPOC or WFM SPOC to be aligned to get the data

•Data validation / calibration process to be set up to avoid any mismatch of data between Business Ops, FA & Account WFM

•A process to be created to map, evaluate, and track RnP dynamics

•Regular connects done to explain the requirement and importance of doing standardization

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Reward & Penalty Reporting Standardization – Approach & Solution Overview


Structural Design &

Framework

SOP & To-Be Process

Data Template

Management Data Collation

Interactive Visualization

UAT Report

Publishing

Reward And Penalty Standardized Dashboard One View Summary

o A quick glance on the holistic summary of Revenue, Reward & Penalty amount and account-level data with various contribution segmentations and Metric-level breakup

R&P - Trends

o Trends related to Revenue, Reward & Penalty with filter options on Time Period & Competency-related Segmentation

Competency o Competency & Account level RnP views with filter options on Time Period Segmentation and allied Competency Segmentation

Zonal

o Zone-wise & location-wise RnP views with filter options on Time Period Segmentation and allied Zonal-level segmentation

Account Level o Account, LOB and Metric level visibility of Reward & Penalty trends with filter options on Time Period & Competency-related Segmentation

LOB Metric Heatmap o Account, LOB and Metric-level (Unique Combination) Reward & Penalty prioritization for opportunity identification and decision making for quick action


Dashboard Screenshots & Interactive Visualization View – 1/3


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Leadership Update on Project Progress and Next Steps 5.06 Project Communication


Release of Automated Reporting Dashboard 5.06 Project Communication

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Appreciation from Concentrix PAN India Country Leader 5.06 Project Communication


Appreciation from Concentrix PAN India Country Leader 5.06 Project Communication

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Approval on Benefits from Finance team 5.06 Project Communication

Concentrix India

Thank you!

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Delivery Excellence Team

penalty reduction & reward enhancement...• bpo – business process outsourcing • rnp –...

Documents