Post on 30-Jun-2018
transcript
A Failsafe Methodology for Rapid Operational Improvement
Sean Tyler and Steve Campbell will show you Marathon Partner's failsafe methodology for achieving rapid operational improvement in the contact center and back office. And what it takes to sustain those improvements year over year!
Highlights of the approach include: the two-week analysis, a roadmap for change, urgent yet sensible change management, agile process improvement and the system for managing (SFM). Core to sustainable change is the premise that the SFM is not intended to occur once in a while. It is a philosophy, a way of communicating and is designed to be a commitment to coaching and continuous improvement (3Cs).
Click to edit Master title styleExecutive Summary
o The key elements of a performance improvement methodology guaranteed to deliver results include:
– Two-Week Analysis
– Roadmap for Change
– Urgent Yet Sensible Change Management
– Agile Process Improvement
– System for Managing (SFM)
o Core to sustainable change is the premise that the SFM is not intended to occur once in a while. It is a philosophy, a way of communicating and is designed to be a commitment to coaching and continuous improvement (3Cs)
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Methodology Overview
Phase 1: Analysis
Establish performance baseline for
cost, quality and service
Conduct comprehensive current-
state analysis
Identify and quantify improvement
opportunities
Establish trust and credibility with
your team
Develop solution roadmap and
implementation plan
Performance Improvement Project >>Analysis >>
2 weeks 16 – 20 weeks
Go / No Go
Phase 2: Performance Improvement Project
Use elements of Six Sigma, Kaizen, Agile and ABM to enable process
innovation and performance management
Improve processes based on observations, data analysis and design
workshops
Implement cloud-based performance management solution and
active supervision disciplines
Use effective change management strategies to roll out change
sensibly
Train leaders, conduct knowledge transfer and implement sustained
improvements
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o First Objective: Identify and quantify improvement opportunities
o Second Objective: Develop an improvement roadmap and implementation plan with a guaranteed ROI of 2:1
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Analysis Objectives
The Analysis is a low cost, low risk initiative guaranteed to deliver value
Our Promise: If we cannot develop an implementation plan with a guaranteed ROI of 2:1 during the Analysis, we walk away at no cost to you
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Comprehensive Current-State Review
Findings, Business Case
and Final Report
Activity-Based Modeling
CRM
Production Variance
Time Allocation
Benchmark Analysis
Process Excellence
Reporting / Metrics
WFM
Capacity Utilization
Performance Mgmt
Data Analysis
Quality Mgmt
Organization Structure
Best Practice Analysis
Service Delivery Model
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The Analysis is comprehensive indeed, but there are a few critical elements that will guarantee
success….
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o Kick Off Meeting
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Two-Week Analysis Critical Elements
Short and sweetProvide high level overviewSet clear expectationsAnswer questions
M T W Th F M T W Th F
Week 1 Week 2
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o Kick Off Meeting
o Opening Interviews
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Two-Week Analysis Critical Elements
1:1 w/ managers, supervisors and SMEsOne hour maxDeeper dive into what’s working vs. notStructured and unstructured dataBuild rapport
M T W Th F M T W Th F
Week 1 Week 2
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o Kick Off Meeting
o Opening Interviews
o Data Analysis
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Two-Week Analysis Critical Elements
Performance reportsFrequently used management reportsInterval level detail and wider lensSchedules (actual vs plan)Financials to understand unit cost
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Week 1 Week 2
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Data Analysis Insights
Benchmark 50%
Volume flatIncreasing attrition rate
Volume growthExponentially increasing attrition rate
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o Kick Off Meeting
o Opening Interviews
o Data Analysis
o Side-by-Side Observations
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Two-Week Analysis Critical Elements
Hundreds of hours of observationsIdentify best practices & process varianceBreak down process into elementsMeasure and quantify opportunitiesAnalyze technology dependencies
M T W Th F M T W Th F
Week 1 Week 2
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Observation Insights
00:00:00 00:01:26 00:02:53 00:04:19 00:05:46
Associate 6
Associate 5
Associate 4
Associate 3
Associate 2
Associate 1
Duration (hh:mm:ss)
Greeting/Problem ID Customer Verification Research/Resolution Closing
Doing customer verification on every call, even when not needed
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Observation Insights
00:00:00 00:01:26 00:02:53 00:04:19 00:05:46
Associate 3
Associate 2
Associate 1
Duration (hh:mm:ss)
Greeting/Problem ID Customer Verification Research/Resolution Closing
Agent 2 had best first call resolution rate
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o Kick Off Meeting
o Opening Interviews
o Data Analysis
o Side-by-Side Observations
o Daily Debriefs
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Two-Week Analysis Critical Elements
15 minutes at end of dayExecutive sponsors and MarathonUpdate on activity and findingsAgree on direction/scope for tomorrow
M T W Th F M T W Th F
Week 1 Week 2
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o Kick Off Meeting
o Opening Interviews
o Data Analysis
o Side-by-Side Observations
o Daily Debriefs
o Midpoint Presentation
o Final Presentation
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Two-Week Analysis Critical Elements
In-depth findings reviewDeep dive into operational issuesQuantification of key opportunitiesBusiness case focused on key issuesExecutive presence
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Week 1 Week 2
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Analysis Summary
AllLeaders and
TeamsRepresented
6“Day in the Life”
Studies
342Side by side
Observations
26Interviews
328Hours on call center floor
DozensReports and SchedulesAnalyzed
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Priority Issues Identified During a Recent Analysis
Workforce Management: There are several areas within WFM that require urgent attention. Gaps include: setting strategic direction, assessing future workforce needs, modeling the current workforce, identifying gaps, intraday management and use of existing technology.
Performance Management and Coaching: Very little is done in the way of coaching and developing agents. Team Leaders spend most of their time on administrative duties or handling escalations. Agents receive minimal feedback and the tools used fall short of business needs.
Attrition and Retention: The center is suffering from a very high attrition rate (>200%). The issue originates in talent acquisition and extends through training/nesting deep into the steady state operation.
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20 Week Performance Improvement Roadmap
Key Elements
---Project Coordination
---ABM Foundation
---Workforce Management
---Process Optimization
---ASCEND Performance Management
---System for Managing
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The Project is comprehensive indeed, but there are a few critical elements that will guarantee
success….
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o Communication Plan
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Project Critical Elements
Weekly updatesExecutive level engagement / sponsorMidpoint and final presentationTransparency
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o Communication Plan
o Project Liaison
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Project Critical Elements
Client staff on the project teamAgent of changeGreater team efficiencyReduce project costs
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o Communication Plan
o Project Liaison
o Weekly Executive Charts
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Project Critical Elements
Agree on 4-5 measures of successTrack weeklyComplete transparencyMeasure the impact of change
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o Communication Plan
o Project Liaison
o Weekly Executive Charts
o Urgency
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Project Critical Elements
“To achieve great things, two things are needed: a plan & not quite enough time.”
Leonard Bernstein, Composer
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Attrition Rate Required Urgency
Multiple initiatives aimed at stemming attrition led to 65% reduction in two months
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o Communication Plan
o Project Liaison
o Weekly Executive Charts
o Urgency
o Sensible Change
o Kaizen / Agile Approach
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Project Critical Elements
Lead with agent winsImplement change when it’s readyTrickle in improvements (not big-bang)Keep pushing – don’t stop!
Click to edit Master title stylePerformance Management & Coaching
Workforce Management
Attrition & Retention
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Increased TL coaching 272 hours per week across center Developed TL guidelines for LBWA, side-by-sides and QC Eliminated unnecessary customer verification Scripted more efficient call closing and verification Coached agents to apply wrap code during call Reduced auto PCW from 10 to 7 seconds Deployed ASCEND PM Suite and implemented SFM Automated 20+ KPIs and 30+ activities
Designed and implemented call segmentation model Implemented auto-answer Moved to live operator attendance line Updated course content for scheduling groups Implemented new schedules; made adjustments Introduced intraday net staffing and service analysis Set up Dev environment in I3 OT down $300,000 annually; VTO up 1,000 hours monthly
Lowered TL walls to improve line of sight Removed TLs from Assist Queue, replaced w/ Seniors Reduced new-hire training time by 50% Conducted gap training to support new call center design Created career path and conducted feasibility analysis Moved from weekly to daily feedback model for agents Developed criteria for agent movement to new skills
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o Communication Plan
o Project Liaison
o Weekly Executive Charts
o Urgency
o Sensible Change
o Kaizen / Agile Approach
o System for Managing (SFM)
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Project Critical Elements
Commit to daily, weekly, monthly reviewsStructured with agendas and toolsCoach and focus on performanceIdentify best practices and issuesContinuously manage out variances
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o Commitment – To a plan, a routine, a discipline
– Daily, weekly, monthly expectations
– Clarity and consistency across the organization
o Coach – ASCEND coaching approach
– Analyze, Structure, Communicate, Engage, Notate, Double Back
– High and low performers, positive, helpful, encouraging
o Continuous Improvement – The only thing constant is change
– Challenge the team to find opportunities
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SFM is Spelled with Three Cs
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o Communication Plan
o Project Liaison
o Weekly Executive Charts
o Urgency
o Sensible Change
o Kaizen / Agile Approach
o System for Managing (SFM)
o Performance Management
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Project Critical Elements
It’s all about agent developmentDaily feedback is idealSelf-service feedback is niceCoaching supported by technology
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Performance Management Tools - Coaching
Analyze - ASCEND data, observations, QC monitor, etc.
Structure – Clearly define the goal, write it down!
Communicate – Start with a positive, end with a positive
Engage – Ask the agent for thoughts and feedback
Notate – Document and put in place an action plan
Double Back – Inspect what you expect, follow-up, support
Click to edit Master title styleAscendTM Performance Management & CoachingTools, Reports and Dashboard
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Click to edit Master title styleExecutive Summary
o The key elements to a failsafe performance improvement methodology include:– Two-Week Analysis
• Gain agreement on priority issues
• Quantify the value at stake and build your business case
– Roadmap for Change
• Know where you’re going
– Urgent Yet Sensible Change Management
• “The trouble is, you think you have time” – Buddha
– Agile/Kaizen Process Improvement
• Start with wins to get the staff on-board
• Don’t wait to implement good ideas that will add value
– System for Managing (SFM)
• A rigorous system of management disciplines and routines
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Click to edit Master title styleContact Information
o Marathon Partners Consulting
– www.marathonpartnersconsulting.com
o Sean Tyler
– 412-638-8389
– sean@marathonpartnersconsulting.com
o Steve Campbell
– 703-868-0095
– steve@marathonpartnersconsulting.com
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