Justin ScovilleProject Manager| PearsonCentennial, Co, United States
Hey All,
I'm currently embarking on what's looking to be a Lean Six Sigma oriented project with a call center. I wanted to get some feedback from those of you who have a background in LSS with call centers (first time I've tackled this kind of project).
Problems to solve:
--Lack of standardized templates and processes (reps are making up their own templates, although there are some central templates housed in a wiki)
--Tech. platform issues: no way to currently track what reps are sending out (going through email accounts without tracking capabilities)
My planned approach so far:
--Meet with internal management to figure out 'low-hanging fruit" opportunities for Lean improvement
--Plan a larger focus group session with reps and management to map the process end-to-end, create a quality assurance plan, and a content management plan (roughly following DMAIC with the agenda)
--Present recommendations to client for input/feedback and begin execution
Metrics I was thinking of using as benchmarks:
--Cost per acquisition
--Rep conversion rates
--Overall # of potential customers in pipeline stages
--Between agent variation on emails (assuming we switch to an email platform with tracking ability)
--Customer feedback surveys
Please let me know any feedback you might have and thanks in advance! Saving Changes...
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Paul RadulescuBusiness Technology Mgmt| DeHavilland Aircraft of CanadaToronto, Ontario, Canada
Solving the second problem first might render the fist one out of the picture.
If the target tech platform (to be implemented) has the flexibility to define processes with input/output templates, you are set. But are you sure these are the fundamental issues they face?
None of the metrics you mentioned can quantify the stated problems. And it looks like you're focused on the management "wants" (low hanging fruit , i.e. solve the cheapest issues, not the fundamental ones - i.e. Pareto rule).
1. Look for the big picture and start with the Voice of the Customer first. Not your customer (management) .. but theirs (call center), if you can. 2. Start with objectives, not problems. Providing measurable objectives provides a context for finding relevant processes for your implementation. 3. Identify obstacles that impede the achievement of the objectives. These obstacles can be operations, regulatory, policy, industry, cultural, etc. in nature. They must be well defined and understood in terms of their ability to be changed. 4. Focus on changes that are needed to remove obstacles. This is the first step in moving from the current state of things toward the future state. It also defines your metrics. 5. Prototype as soon as you can. This allows everyone to be on the same page and validates the group’s understanding.
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2 replies by Justin Scoville and Mudassar Khan
Oct 17, 2016 1:24 PM
Justin Scoville
...
Thanks Paul! Great points.
Mar 11, 2017 2:23 AM
Mudassar Khan
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I agree with Paul and his view point that solving the second issue will eliminate the first one
Saving Changes...
Justin ScovilleProject Manager| PearsonCentennial, Co, United States
Oct 15, 2016 7:50 PM
Replying to Paul Radulescu
...
Solving the second problem first might render the fist one out of the picture.
If the target tech platform (to be implemented) has the flexibility to define processes with input/output templates, you are set. But are you sure these are the fundamental issues they face?
None of the metrics you mentioned can quantify the stated problems. And it looks like you're focused on the management "wants" (low hanging fruit , i.e. solve the cheapest issues, not the fundamental ones - i.e. Pareto rule).
1. Look for the big picture and start with the Voice of the Customer first. Not your customer (management) .. but theirs (call center), if you can. 2. Start with objectives, not problems. Providing measurable objectives provides a context for finding relevant processes for your implementation. 3. Identify obstacles that impede the achievement of the objectives. These obstacles can be operations, regulatory, policy, industry, cultural, etc. in nature. They must be well defined and understood in terms of their ability to be changed. 4. Focus on changes that are needed to remove obstacles. This is the first step in moving from the current state of things toward the future state. It also defines your metrics. 5. Prototype as soon as you can. This allows everyone to be on the same page and validates the group’s understanding.
Hi Justin,
One thing that has been useful to get started is the SIPOC, Top-Down, Data Box and VSM. This will give you some idea of the process and from there, you can start to see areas for improvement, ie. Kaizen Bursts. And the VSM helps the management see the areas for improvement very clearly and if they see it, it would get better buy-in. Saving Changes...
Really great points, I take note.
I would only add:
- Benchmarking: There are some well established Call Centers companies: http://www.toptenreviews.com/business/serv...enter-services/ - Research: Call Centers are well known to Six Sigma. You can find many use case studies on the internet: https://www.isixsigma.com/implementation/c...ter-operations/ - Link your metrics to what the customer is paying for (i.e. SLAs) and to the typical issues in the Call Center world (e.g. employee turnover, contracts cancelled, number of tickets that need to be escalated, number of tickets transferred to second and third level support)
- Value stream mapping: Identify which steps of your processes deliver actual value to your customer
- Gap analysis: Define where you are and where you want to be (based on your findings from Research and Benchmarking) Saving Changes...
Raymond ScottICT Project Manager| EricssonAllen, Tx, United States
1) Regarding your problem statements, are you able to objectively / independently validate that the problems exists vs someone's perception ?
2) Make sure that you have the appropriate management commitment. I was recently leading a LSS project that was cancelled as a result of re-organization / mid-level management changes. Saving Changes...
Mudassar KhanProgram (Project )Manager| Woodward Canada IncPeterborough, ON, Canada
Oct 15, 2016 7:50 PM
Replying to Paul Radulescu
...
Solving the second problem first might render the fist one out of the picture.
If the target tech platform (to be implemented) has the flexibility to define processes with input/output templates, you are set. But are you sure these are the fundamental issues they face?
None of the metrics you mentioned can quantify the stated problems. And it looks like you're focused on the management "wants" (low hanging fruit , i.e. solve the cheapest issues, not the fundamental ones - i.e. Pareto rule).
1. Look for the big picture and start with the Voice of the Customer first. Not your customer (management) .. but theirs (call center), if you can. 2. Start with objectives, not problems. Providing measurable objectives provides a context for finding relevant processes for your implementation. 3. Identify obstacles that impede the achievement of the objectives. These obstacles can be operations, regulatory, policy, industry, cultural, etc. in nature. They must be well defined and understood in terms of their ability to be changed. 4. Focus on changes that are needed to remove obstacles. This is the first step in moving from the current state of things toward the future state. It also defines your metrics. 5. Prototype as soon as you can. This allows everyone to be on the same page and validates the group’s understanding.
I agree with Paul and his view point that solving the second issue will eliminate the first one Saving Changes...
Jess De OcampoLean Six Sigma Professional/Project Manager/Consultant/| .Manila, Ncr, Philippines
May I ask, does the company have a Business Process Innovation Team (BPI)? Some BPOs do and the BPI team is responsible for process mapping/documentation, automating the templates, trackers, reports, etc. They practice and apply the Six Sigma / Lean Six Sigma methodology. It is a data-driven approach to decision making.
If NONE, IT (information technology) can provide the appropriate automation for the tracking platform agents use, templates, reporting tools, etc.
No standardize processes.---Revisit the current call script/flow while the agent is in a call; quality processes/forms, escalation procedures, etc.. Document all revisions/changes PER process. Yes, you can use a process map/spaghetti chart/VSM (value stream map). In a snapshot, you have a "visual flow" of the sequence of activities (a workflow diagram) in a process or series of parallel processes. This enables the team to identify value-adding or non-value adding processes in the workflow (redundancies in the work flow) and opportunities to expedite process flow, calibration etc.
Then, do a beta testing of the revised process before finalizing it and setting it as the standard operating procedure (SOP). It is a must that everybody is CALIBRATED for legal compliance and quality.
All quality forms, templates, etc. must be revisited and must be aligned with the process improvement and approved by the client and vendor.
All standardize processes must be stored in the share drive for record purposes. Somebody must be assigned to update the changes in the SOPs.
Metrics?---Setting of benchmarks must be aligned with the vendor deliverable VOC (voice of the customer). I advise separating the agents' metrics from CSAT (customer satisfaction surveys) for net promoter score. Attendance can be used as a "gatekeeper" for agents' metrics. In this way, "agent absenteeism" is better controlled/addressed if the agents are aiming for any incentives.
Other obstacles?---I recommend conducting a Root Cause Analysis (RCA)--Kaizen improvement process per level: Agent level, Quality Level, Team Manager/Lead Level, OM Level. Focus Group discussions (FGDs) are useful but the root causes must be uncovered. Then, you can create your course of action based on the root causes. Saving Changes...
RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
I agree with Paul & Maria. Saving Changes...
Kgobalale John MalatjiProjects Portfolio Manager | Noko-impJohannesburg, Gauteng, South Africa
Value Management and Value Engineering of the processes starting with the customer needs and user requirements will set you on a right path Saving Changes...
