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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ROAD MAP – DEFINE
Define Measure Analyze Improve Control

 Approved Project Charter  As is Process Map (Detailed)

 Project Milestones (Gantt Chart)  Voice of Customer
 Approved CBA Sheet  VOC to CTQ
 Communication Plan (ARMI)  Project CTQ Tree
 GRPI  Quick Wins
 COPIS  KANO Model (Optional)

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 APPROVED PROJECT CHARTER
Define Measure Analyze Improve Control

Define (Transfer)

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.

Project Charter

Problem Statement

Site not meeting the transfer target for last 4 months

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

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 Define Measure Analyze Improve Control APPROVED CBA SHEET

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 COMMUNICATION PLAN (ARMI)

Key Stakeholders Project Phase

Define Measure Analyze Improve Control

Define Measure Analyze Improve Control

 Randeep Chikara A   I I  I  I
 Radhika Sital A   A,I A,I   A,I   A,I
 Padmanabhan R  R  R  R  R 
Thandavamurthy
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 

           
           
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
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 GRPI
Define Measure Analyze Improve Control

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 

Legend:

5– Strong
4– OK
3– Need Clarification
2– Need to know more
1– Don’t know
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 COPIS
Define Measure Analyze Improve Control

C O P I S
 End Users  Transfer %
Validate the Advisors  End User
 Client (BT)
customerand Inbound Calls
identify the need  HCL

Out of Skill Set Call

No
Yes
Call Dealt FPOC
Call Transferred to
Appropriate Dept

Yes
Call Dealt FPOC

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 AS-IS PROCESS MAP (DETAILED)
Define Measure Analyze Improve Control

Inbound call
dialled to My
Account

Validate the
customerand
identify the need

Out of Skill Set Call Subsequent Transfer

No
Yes
Call Dealt FPOC No
Call Transferred to
Appropriate Dept

Yes
All Queries of the No
customer resolved Call Dealt FPOC

Yes
Call Closed

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 VOICE OF CUSTOMER
Define Measure Analyze Improve Control

Customer Verbatim

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
http://147.149.100.224:7777/pls/htmldb/f?p=110:5:17564438638472334331::::P5_HIDDEN,P5_CALL_TIME:272
take upto a week before anyone rings back .I am not happy with
BT. Bye

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 Define Measure Analyze Improve Control VOC TO CTQ

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 PROJECT CTQ TREE
Define Measure Analyze Improve Control

Average Transfer % is Characteristic

10.23%

Transfer % for My Account

Project Y metric
Client Need

Meeting the Transfer

Target in My Account Transfers
Meeting the target of 9% for
(NOIDA Site) the Site Target

Any week where Transfer % is

Defect Definition
more than 8.77% for the Site

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 ROAD MAP - MEASURE
Define Measure Analyze Improve

 Performance Standards  Data Collection Plan

 Process Capability  I-MR Chart
 Cause & Effect Diagram  Sample Size and Methodology
 Affinity Diagram  MSA
Control

 Control Impact Matrix  FMEA

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PERFORMANCE STANDARDS / PROJECT Y
Define Measure Analyze Improve Control

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

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DPMO , SIGMA LEVEL, PROCESS CAPABILITY - DISCRETE
Define Measure Analyze Improve Control

CALCULATING SIGMA BASED ON DPMO METHOD

DEFECTS As observed 192646
UNITS As observed 1882075
OPPORTUNITIES As observed 1
Defects divided by number of
DPU 0
units
Defects divided by number of
DPO units multilied by number of 0
opportunities per unit
DPMO DPO X 1000000 102358.3
YIELD 1- DPO 0.897642
YIELD% 100 X YIELD 89.76417
LONG TERM SIGMA NORMSINV(YIELD%) 1.268228
SHORT TERM SIGMA 1.5 + LONG TERM SIGMA 2.768228

DPMO: 102358.3

Source – 14
CAUSE & EFFECT DIAGRAM
Define Measure Analyze Improve Control

ISSUE TYPE ISSUE TYPE

Billing Knowled
Technica ge
l
Activatio Behavior
n
Programmi
ng
Location
General Info
Vintage
EFFECT
Knowled
ge Policies
Communicati
on Other
Credits Departments
Soft
Skills Wait Time
Vintage Training

Handle Repeat Call

Tools %
Time
ISSUE TYPE ISSUE TYPE ISSUE TYPE

Source – 15
AFFINITY DIAGRAM

Environment Knowledge Measurement Method Resource

Define Measure Analyze Improve Control

Parameters not defined for

High Targets Gap in training content Scope of work not defined Hiring Issues
scoring in UK call obs
Call obs scores along with the Quality Team, while sharing
TLs spend less time in helping
Customer Manager - Copy/ Paste feedback for each error shouldUK Qlty team / HCL Qlty Team /feedback, telling WHAT went
advisors - they are busy with
not allowed be shared with all advisors andHCL Advisors not calibrated wrong but not telling HOW to
escalations or admin activities
not just erring advisors correct it
Simulation of Production floorAdditional full time support
Less concentration on issues byRefresher Training is required Qlty Scores/ Productivity should
systems should be done in theneeded in the form of Floor
advisors due to high targets for difficult issues have equal weightage for AES
training Walkers
High Attrition resulting in less
New updates not given in timeUnequal Checks. All advisors are Client needs to follow proper
TLs threaten for achieving target average tenure of advisors on
by the client not covered. hierarchy for escalations
the floor
Less Authority to resolve
customer queries, e.g.: Advisors should also be part of
One Plan Activation should be
Customer demanding Knowledge Management Tool calibration calls - at least the Calling up sales team in UK takes
handled by One Plan team
compensation, maintaining ETC needs to be created one whose issue is being lot of time and wastes time
which sits on the same floor
for customer when no signed discussed
contract mentioned
Training duration for BH
A process expert should be Backfill should happen from BBQ
Advisors not doing proper upskilling is 3 days as against 28
available from client end on the to BH rather than direct
investigation due to high targets days for BBQ. This needs to be
calibration calls movement to BH.
increased.
White board on the floor should
Low Motivation
be used for displaying updates

Advisors do not take the Ops TL should be part of POL in

feedback seriously last week of training

Source – 16
 Define Measure Analyze Improve Control

Source –
CONTROL IMPACT MATRIX

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DATA COLLECTION PLAN

BB PROJECT: Staff Time Adherence

Define Measure Analyze Improve Control

Data Collection Plan Work Sheet

Y =F(x)
Data
Output Input -Measure Characteristics Data Type Operational Definition Target Collection Sampling Priority
From
Absenteeism % Continuous Percentage of Agents absent on a day <=6% ISMART 100% 1
No. of Leaves approved as per AOP in
Leave Approvals Discreet Leave Planner --- Operations 100% 2
Percentage of Break time out of total
Break Schedule Adherence % Continuous logged in time of the agent <=11.11% SL Desk 100% 3
% of Agents couldn't login due to
ID/System Issues Continuous ID/Systems Issues --- SL Desk 100% 4
Agents not logging on time due to SL Desk /
Transport Delays Discreet transport delays --- Transport 100% 5

No. of Attrition (Voluntary + Involuntary) /

Login Hours (Head Count at the beginning of the month
(%) Attrition Continuous + Head Count at the end of the month)/2 <=5% HR 100% 6
% of Agents added to the floor from
Training Throughput Continuous training batches --- WFM 100% 7
% of Agents moved out of scheduling due to
% Agents on FTP Continuous FTP --- Quality 100% 8

Scheduled agents in less than what is

Shortage of Staffing Discreet 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%
Total hours logged in Actuals/Scheduled
Login Hours % Continuous hours for the day <=5% Avaya CMS 100%

Source – 18
GRAPHICAL REPRESENTATION OF THE PROBLEM: I-MR CHART
Define Measure Analyze Improve Control

I-MR Chart of Login Hours % by Month

O ct Nov Dec
100
UCL=98.48
I ndividual Value

90 _
X=87.93

80
LCL=77.37
1
70
1

1
60
1 10 19 28 37 46 55 64 73 82 91
Observation

O ct Nov Dec
1

24
1
Moving Range

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1
1 1 UCL=12.97
12

6 __
MR=3.97
0 LCL=0
1 10 19 28 37 46 55 64 73 82 91
Observation

Source – 19
SAMPLE SIZE & METHODOLOGY– DISCRETE / CONTINUOUS
Define Measure Analyze Improve Control

Sample Size
Calculator

Source – 20
 Define Measure Analyze Improve Control

Source –
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MEASUREMENT SYSTEM ANALYSIS
 Define Measure Analyze Improve Control FMEA

Source –
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 ROAD MAP - ANALYZE
Define Measure Analyze Improve Control

 Graphical Summary  Potential ‘X’s

 Value Stream Map – VA/NVA  Hypothesis Testing
 5 Why Analysis  Vital Few ‘X’s
 Pareto/Run Chart/Box Plot/Multi Vari

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 Define Measure Analyze Improve Control GRAPHICAL SUMMARY

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 Define Measure Analyze Improve Control

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VALUE STREAM MAP – VA/NVA ANALYSIS
 Define Measure Analyze Improve Control 5 WHY ANALYSIS

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 PARETO / RUN CHART / BOX PLOT / MULTI VARI
Define Measure Analyze Improve Control

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 Define Measure Analyze Improve Control

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PRIORITIZATION OF POTENTIAL ‘X’
 Define Measure Analyze Improve Control HYPOTHESIS TESTING

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 ANALYSIS POTENTIAL X 1………N

Question :
Define Measure Analyze Improve Control

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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 Define Measure Analyze Improve Control LIST OF VITAL FEW ‘X’

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ROAD MAP - IMPROVE
Define Measure Analyze Improve Control

 Develop Alternative Solutions  Measurement System Reanalysis

 Select Solution  FMEA
 Trials & Results  Summary of Improvements

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 Define Measure Analyze Improve Control

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DEVELOP ALTERNATIVE SOLUTIONS
IMPROVE VITAL X 1………N

Problem Description:
Define Measure Analyze Improve Control

Step
Step11 Tool Used:
Step
Step22
Alternative Risk Assessment

Step
Step33 Alternative 1 Alternative 2
S.No. Criterion Weightage
Points Total Points Total
Alternative Selection 1 0 0
2 0 0
3 0 0
4 0 0
Tool Used: 0 0
Criterion Based
Criterion fixed Matrix
after discussion with team members and project Guide
•For every vital `X’ you should select min 2 Alternatives.
• For every Alternative you should assess the risk.
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TRIALS AND RESULTS
Define Measure Analyze Improve Control

Show results after improvement

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 Define Measure Analyze Improve Control

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MEASUREMENT SYSTEM REANALYSIS
 Define Measure Analyze Improve Control FMEA

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SUMMARY OF IMPROVEMENT PHASE
Define Measure Analyze Improve Control

Improvement
S.No. Vital `X' Status
Before After

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ROAD MAP - CONTROL
Define Measure Analyze Improve Control

 Control Plan  Verification – Target vs Actual

 Control Charts  Documentation
 Poka Yoke

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CONTROL PLAN
Define Measure Analyze Improve Control

How to Who will Reaction

S.No. Control Point Specification Unit
Measure ? Do ? Plan

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 Define Measure Analyze Improve Control CONTROL CHARTS

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 Define Measure Analyze Improve Control POKA YOKE

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VERIFICATION TARGET V/S ACTUAL
Define Measure Analyze Improve Control

Comparison between before & After COPQ , DPMO and SIGMA level

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DOCUMENTATION
Define Measure Analyze Improve Control

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

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