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Case Study: Delwarca Software Remote Support Unit

Sejun Lee




Excutive summary
In the Delwarca Software Remote Support Unit, Jack McKinnon considered improving the
efficiency and effectively of its calling service in Pre Rapid ID. In addtion, McKnnon improved
its customer calling service by Rapid ID. Although the bottleneck of the work to be performed
by associates has decreased, the bottleneck of the work to be performed by senior associates has
increased dramatically. McKinnon is aware of this problem and has considerable information
about the Delwarca company. However, it is difficult for McKinnon to improve the companys
process and to solve its problems.
The basic model in Rapid ID used exponential distribution to explain its operator. In addition,
triangular distribution is applied for other activities, such as the director associate and associate,
and senior associates. The bottleneck occurs, because the senior associates use more than 80% of
the calling service. In addition, this model cannot pass black box validation. However, there is
still considerable value in studying its performance
The trainning programming for a senior associate is the first alternative model. It can be reduce
significantly their waiting time, queuing size and utilisation of Senior Associate.. Therefore, the
programming produces a wide range of benefits, such as increasing customer satisfaction,
reducing the bottelneck of senior associates, and reducing the cost of call holding time. However,
there are still a few limitations, such as the cost of the training programming.
Another alternative model is training associates. This involves solving more problems at the
associate level rather than passing the problems on to a senior associate. It can reduce the
bottleneck of senior assoicates in Rapid ID. It is a long process and produces results slowly. In
addtion, staff will complain, because their stresswill increase.
The Final Model reschedules senior associates. It will reduce their waiting time, because the staff
that has high solving problem skills will allocate the time during busy times. However, staff that
lacks such skills will be allocated time during less busy periods. A few Senior Associate will not
accept to chane Schedule
McKinnon needs further information about human capital resources, such as degree, motivation
and behaviour, to improve the calling service in specific areas.



Contents
1. Indroduction............................................................................................................................. 1
2. Modelling of Basic Model (Data collection and Issues Raised) ............................................. 2
2.1 Operator ............................................................................................................................ 2
2.2 Director Associate ............................................................................................................ 3
2.3 Associates ......................................................................................................................... 4
2.4 Senior Associates ............................................................................................................. 5
2.5 Result of Basic Model ...................................................................................................... 7
2.6 Validation Test ................................................................................................................. 7
3. Modelling of Alternative Model .............................................................................................. 8
3.1 Problem Formulation with Assumptions.......................................................................... 8
3.2 New Approach of the Model ............................................................................................ 9
3.3 Training programming of Senior Associates (Brief explanation) .................................. 10
3.3.1 Building Model and Solution .................................................................................. 10
3.4 Training Programming of Associates (Brief Explanation) ............................................ 12
3.4.1 Building Model and Solution .................................................................................. 12
3.5 Rescheduling Senior Associates (Brief Explanation) .................................................... 14
3.5.1 Building the Model and Solution ............................................................................ 14
4. Conclusion and Recommendation ......................................................................................... 16
Reference ...................................................................................................................................... 17
Appendix1. Basic model ................................................................................................................ 18


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1. Indroduction
Delwarca Software delivered its clients service in four seperate stages: development of the
software; a formal visit to set-up the software (field support); critical support service; and time-
critical calling service (Remote Support).
Pre-Rapid ID started customer calling service to slove its customers critical problems. The
company found significant problems through conversations with customers and through surveys.
Although customers work their own task during waiting time, those who are not satisfied call for
service. Customers try to resolve their problems first, because service is considerably slow due to
inefficiencies.
In November 2011, Jack McKinnon began Rapid ID, which operated differently than Pre-rapid
ID. Customers can contact either an assoicate or a senior associate. However, McKinnon was
significantly dissatisfied with the result of Rapid ID during its first six months. More importantly,
customers were more dissatisfied than before he developed Rapid ID, because senior assoicates
had the highest-performance in Rapid ID. This created a bottlenack at the senior associate level.
This report will determine a detailed set of suggestions to explain customer dissatisfaction.
It will build the model by Simul8 with alternative approaches with justification.
It will show results of alternative solutions with tables and graphs to compare and discuss.
It will give recommendations regarding efficient operation and limitations with additional
future work, such as data collection and modelling.








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2. Modelling of Basic Model (Data collection and Issues Raised)
(Data collection is included in MS-Excel File)
2.1 Operator

Queue Time (minutes)
Minimum 0.00
Average 0.48
Maximum 4.64
Standard Deviation 0.93
Figure.1.1 Queue time for operator


Queue Size
Minimum 0.00
Average 0.15
Maximum 5.00
Total Entered 182
Figure.1.2 Number of worker items in queue

Figure.1.1 indicates queuing time in terms of
the minimum, average, maximum and
standard deviation for an operator. 73 calls
took between from 0 to 0.48 minutes
(Appendix .1)


Figure 1.2 shows the size of an operators
queue in the basic model. It also indicates
minimum, average, maximum and total calls
entered. Average queue size is 0.15
(Appendix.1).


Ending the Queue
Minimum 0.00
Average 0.25
Maximum 1.00
Total Entered 182
Figure.1.3 Completed work by operator



Figure.1.3 indicates the work performed by
each operator. Average number is 0.25
(Appendix 1).



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This pie chart shows that 76% of the time is
spent by callers waiting for an operator, and
24% is spent by operators. This mean that
customer spend a lot of time for waiting.
Figure 1.4 operator working and waitin



2.2 Director Associate

Queuing Time(minutes)
Minimum 0.00
Average 1.30
Maximum 11.56
Standard Deviation 2.49



Figure 2.1 shows a queuing time waiting for a Director Associate of Rapid ID. The average
time has increased about 1.3 minutes. This number is different between Queuing for an
Operator and Queuing for a Director. The maximum time also increased dramatically.

Figure2.2 indicates the size of a directors queue (Appendix 1). There is not a significant
difference between an operator and a director.










76%
24%
Waiting for operator Working for Operator

Queue Size
Minimum 0.00
Average 0.21
Maximum 6.00
Total Entered 131
Figure.2.1 Queue time for Director
Figure.
2.2 Number of items in the Directors queue

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End Queuing
Minimum 0.00
Average 0.32
Maximum 1.00
Total Entered 131
Figure.2.3 Done by Director




This figure 2.3 indicates the work actually
performed by a director. Average number is
0.32 (Appendix 1).



Figure.2.4 show that 69% of the time is
spent by callers waiting for director, and 31%
is spent by directors. This means that clients
spend huge time for waiting.


2.3 Associates

Queuing Time (minutes)
Minimum 0.00
Average 3.69
Maximum 24.86
Standard Deviation 5.83
Figure.3.1 Queue time for Associate


Queue Size
Minimum 0.00
Average 0.51
Maximum 5.00
Total Entered 106
Figure.3.2 Number of Associate items in queue

Figure 3.1 determines a queuing time for an associate. Average time is 3.69. This figure
considerably increased, which means that a bottleneck exists in the process. The maximum time
also increased dramatically, which means that this higher queuing time must be reduced.
Figure 3.2 shows the associate queuing size of Rapid ID (Appendix.1). The maximum time has
been reduced by one minute.
69%
31%
Waiting for Director
Working for Director
Figure 2.4 Director working and waiting

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End Queuing
Minimum 0.00
Average 4.11
Maximum 7.00
Total Entered 106
Figure.3.3 Work completed by an Associate

Figure 3.3 shows that the average number is
considerably higher than the previous
average number of other positions. The
maximum number also is significantly
higher in Rapid ID.


2.4 Senior Associates
Queue Time 0
Minimum 0.00
Average 10.20
Maximum 52.20
Standard Deviation 13.07
Queue Time 2
Minimum 0.00
Average 10.75
Maximum 39.66
Standard Deviation 10.85
Queue Time 1
Minimum 0.00
Average 14.91
Maximum 52.20
Standard Deviation 16.28
Queue Time 3
Minimum 0.00
Average 4.02
Maximum 27.18
Standard Deviation 5.07
Figure.4.1 Queue time for a Senior Assoicate
The figure.4.1 above four queue times shows that each queue has a different average time. Queue
time 0 and 1 have a higher maximum than the maximum minutes of queue times 2 and 3. The
average time for all queues is similar to queue 2. The queue time for a senior associate is longer
than the other waiting time in Rapid ID.

Queue Size
Minimum 0.00
Average 1.52
Maximum 8.00
Total Entered 117
The average size of a senior associates
queue is 1.52. In contrast, the maximum is
8.00 in Rapid ID, which is higher than the
associates figures.

Figure.4.2 Queuing size of Senior Associate


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End Queuing
Minimum 0.00
Average 3.61
Maximum 6.00
Completed Job 117


Figure 4.3 shows that the average number in
a senior associates queue is lower than the
average number of an associate. The
maximum number is also lower than the
maximum number of an associate.


Total Labour cost (every year)
12 Associate Salary Between $40,000*12 $66,000*12
(about $480,000 $792,000)

Benefits & Overheads

Between$40,000*12*26% $66,000*12*26%
(about $124,800 $205,920)

Overtime working benefits Between $40,000*4*10% $66,000*4*10%
(about $16,000 $26,400)

7 Senior associate Salary Between $70,000*7 $90,000*7
(about $490,000 $630,000)

Benefits & Overheads Between $70,000*7*23% $90,000*7*23%
(about $112,700 $144,900)

Overtime working benefits Between $70,000*4*15% $90,000*4*15%
(about $42,000 $54,000)



This figure 4.4 shows that Delwarca spend labour total cost between $604,000 ~ $994,920 dollar
in Associates. In addition, there is extra cost that overtime working cost is between
$16,000~$26,400. In Senior Associate, the company spend the total cost between
$602,700~$774,900 with $42,000 ~ $54,000 of overtime working cost. Therefore, whole labour
cost is minimum $1,206,700 ~ $1,768,820.

Figure.4.3 Work completed by Senior Associates

Figure 4.4 Total Labour Cost

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2.5 Result of Basic Model
Activity
Performance
Measure
-95% Average 95% Real System
Senior Associates Utilization % 80.26% 80.63% 81.00% 87.70%
Associates Utilization % 65.79% 66.14% 66.48% 71.10%
Director Associate Utilization % 34.29% 34.50% 34.48% 37.62%
Figure.5.1 Utilisation of Activity
Figure 5.1 show that Senior Associates have higher utilisation than other staff members
High utilisation means that there is a bottleneck at the senior associate level in Rapid ID.

2.6 Validation Test
Queue Time
(min)
Real Average Simulated Average Standard Deviation
from Simulation
p-value
Director 4 1.296 10.783 0.00
Associate 7.1 3.319 10.174 0.00
Requested
Senior Associate
57.8 14.588 4.606 0.00
Directed to
Senior Associate
49.8 13.015 0.596 0.00
Forwarded to
Senior Associate
38.5 4.974 2.734 0.00
Figure.6.1 Test Table
This table shows that the model cannot pass the statistic test. It should be rejected, because
all of the p-values are less than the 95% confidence interval. However, this model can be
valid because of the white box validation.





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3. Modelling of Alternative Model
3.1 Problem Formulation with Assumptions
McKinnon recognised several features in the Remote support processes that could help to
explain the results.
Training associate could resolve more of the calls, which would reduce the burden
on senior associates to reach final resolutions.
However, many customers wanted to speak directly with a named senior associate
for a few reasons, including:
A few customers wanted or needed follow-on services later; and
A few senior associates wanted particular customers to call back with the status
of their problems.
Critical Support and Field Support employees recommended that their clients call
remote support with the specific name of senior associates to ask for field and
critical situations.
Employees believed that creating a working relationship with clients extended
across several issues. In addition, its calls were considerably useful to the clients.
There are a few assumptions for building a powerful Rapid ID model with alternative approach
models:
Dealwarca Software Remote support can be directly available, if clients call the
company.
Note-taking time is included in Average Handling Time (AHT).
Break time, such as lunch time for 30 minutes and two 15-minute breaks are included in
employee schedules.
Both associates and senior associate spend the same minutes processing clients in each
time slot.
The rate of inter-arrival is followed by exponential distribution.
The time spent by such employees as the director of associates, associates and senior
associates in servicing calls is followed by triangular distribution.

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First-in first-out is one of the criteria in queues.
There is only one director in any working time period.
During training programming, Staffs cannot absent their lecture or exercise.

3.2 New Approach of the Model
The model can be improved a wide range of methods, which means that utilisation and queue
time can be reduced by training and rescheduling the batch. The alternative model should be
improved by training associates and senior associates in Rapid ID. There is a significant reason
for this choice:
Trained workers can work more efficiently than workers who have not been trained in
simple tasks (Vieira, Herrmann and Lin 2003; Ford 2014).
In a formula of queue theory analysis,
s
W

q , if the service completed time(s) of

senior associates increases, the number of calls( ), W
q
will decrease in Rapid ID.

In Rapid ID, although the waiting time for an associate has decreased, the waiting time
for a senior associate has increased, because many associates lack ability. This means that
associates cannot solve a wide range of problems. Consequently, those problems will
move on to a senior associate

Associate and senior associates complete calls in significantly different amounts of time,
which means that there are a few benefits that will reduce bottlenecks. Rescheduling can
produce high quality solutions and more efficiency in the process (Oliphant, Church
Shahand Workman. 1989; Church and Uzsoy. 2007; Yamamoto and Nof .2007; Jain and
Elmaraghy 2010).







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3.3 Training programming of Senior Associates (Brief explanation)
Senior associates will participate in the training programming to increase their service completed
time. Expected results:
Senior associates will learn how to cooperate and coordinate, so that they can improve
the efficiency of the work process. The company can thereby reduce the queue time of
the calling service and improve customer satisfaction with Rapid ID.
Senior associates can provide high quality service, accurate information and solutions.
Costs will be reduced, because senior associates will reduce holding and resolution times.
Improved efficiency will reduce utilisation, which will reduce the bottleneck.

3.3.1 Building Model and Solution


All the workers are on work, the average working time using in the inter-arrival time
distribution (exponential distribution) in each time slot from 8:00 am to 8:00 pm,
All senior associates can be educated 4 hours each week.
Training programming of senior associates is processed for three months
The service completed time will be decreased by 30%.
It will invest extra cost money


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Senior Associate
Service time (Original model/improved model)
Lower limits Mode Upper limits
Requesting senior associate from operator 13 / 9.1 18 / 12.6 41.2 / 28.8
Direct to senior associate from director associate 12 / 8.4 23 / 16.1 37.2 / 26.0
Forward to senior associate from associate 11 / 7.7 30 / 21 31.2 / 21.8
Figure 2 Comparison of Service Time of Basic and Imporved Model
Figure 2 shows that service time reduced lower limits, mode and upper limits, which proves that
this training programming is efficient.

Figure.2.1 Comparison of Queuing time

The average waiting time has reduced
dramatically from 12.5 minutes per call to
about 2.5 minutes.
Figure.2.2 Comparision of Queuing size

The average queue length has also
significantly decreased from 2 calls per
minute to about 0.5 calls per minute.
Figure.2.3 Comparision of Utilisation (trial 1500)

Figure 2.3 show that utilisation has reduced
from 80% to 60%. This means that the
bottleneck has been reduced by improving
the efficiency of senior associates.


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Therefore, this remarkable result is similar to expected results. This method is useful in
achieving the goal of expected results.
However, there the training programme has a few limitations.
It will significantly increase stress on the senior associates.
It also will increase complaints by senior associates.
It will increase the cost of investments in the training programme.

3.4 Training Programming of Associates (Brief Explanation)
The training programming of associates differs from the training programming of senior
associates. The training programming of associates does not significantly focus on reducing
talking time with customers. It will provide greater training in problem solving problem to
reduce the number of customer problems that are passed on to senior associates.
There is a wide range of expected results:
It will reduce waiting time for customers who need to talk with a senior associate.
Consequently, customer satisfaction will increase steadily.
It will increase the efficiency of associates without having to hire new associates.
It will also enhance providing accurate information and solutions to clients.

3.4.1 Building Model and Solution

The number of calls completed by associates increased from 20% to 84.8%, which means
that only 15.2% will be passed on to a senior associate.
The training programming of associates will last for three months.

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Figure.3 Average Queuing Time

Forwarded to Senior Associate ( 1.976
minutes)
Directed to Senior Associate(4.56 minutes)
Requesting Senior Associated( 5.322
minutes)



After an associate was trained by the company, the average queuing time for a senior associate
decreased, because the trained associate solves a significant number of problems.
Figure.3.1 Average length of waiting time

Average queue length for Senior Associates
(67.97%)
Average queue length for Director
Associates (84.8%)
Average queue length for Associates
(1.124%)
These results show that the average queue length for associates increased marginally, because
staffs are better able to solve problems and take the time to do so rather than send the
problems along to a senior associate.


Utilisation of Senior Associates (67.84)
Utilisation of Director Associates (0.08%)
Utilisation of Associates (0.14%)
Figure.3.2 Utilisation of Staff
The results show that the utilisation of senior associates has decreased significantly, which
indicates that the problem solving ability of associates has increased.

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However, the training programme has a few limitations:
It also will significantly increase stress on associates. It also will increase complaints
from associates about such aspects as overwork.
It also will increase costs in the training programming.

3.5 Rescheduling Senior Associates (Brief Explanation)
In fact, the bottleneck appears mainly with the senior associates. In the Delwarca Software
Remote Support Unit, McKinnon realised that associates and senior associates frequently took
calls in huge amounts of time. McKinnon wanted to know how he could improve the situation by
the reallocation of calls. According to Vieira, Herrmann and Lin (2003, P40), Rescheduling is
then practically mandatory in order to minimise the effect of such disturbances in the
performance of the system.
There is a wide range of expected results:
The average queue time will be reduced, because senior associates who take a long time
to solve problems will be assigned to work during in less busy times. In addition, senior
associates who solve problems in less time will be assigned to work in busier times.
Queuing size of Senior Associate will be decreased significantly because senior associate
can solve problem efficiently in busy time.

3.5.1 Building the Model and Solution



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The call arrival rate depends upon time distribution.
Associates receive a triangular distribution with an average of 29.4 minutes per call.
Operator and director associates have exponential distribution.

Figure.3.3 Improved model for queuing time

Figure 3.3 the average queue time for Senior
Associates has decreased by 3.5 mixtures. In
addition, the average queue time of all
activities is less than 6 minutes.



The average waiting time for a senior associate has decreased by 8.5 minutes, so that many more
customers can talk with senior associates with less waiting time. Other actives do not
significantly change after rescheduling.
However, reschedules have a few limitations:
A few senior associates have a large gap of break time. This is not practical situation.
A few senior associates do not want to move to a busy time period, which makes it
difficult to reallocate their schedules.

Figure.3.4 comaprision of original and improved model

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4. Conclusion and Recommendation
The basic model can be used to evaluate its calling service in the Software Remote Support
Unit even though it does not pass the black box validation, because p-value is zero. The
model can be made based upon the considerable information provided by McKinnon and
upon assumptions.

All three of the alternative models of training associates, training senior associates, and
rescheduling senior associates made significant results based on assumptions. The expected
result almost appeared in the modelling. Therefore, it can be used by the Delwarca Company
to improve its performance. Of the three alternative models, the programme of training senior
associates has remarkable results in reducing queue waiting times.

To improve the accurate model, managers should study human capital resources, such as
their degreed, behaviour, preferences and motivation. These will support improvements in
efficiency and an efficient calling service.














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Reference

Church.L.K and Uzsoy.R. (2007). Analysis of periodic and event-driven rescheduling policies
in dynamic shops. Taylor Francis Oline. 5 (3), 1~9.
Ford.J.K (2014). Improving training effectiveness in work organisations. East Sussex:
Lawrence Erlbaum Associates. 1~2.
Jain.A.K and Elmaraghy.H.A. (2010). Production scheduling/rescheduling in flexible
manufacturing. International Journal of Production Research. 35 (1), 281~309.
Oliphant.R.J, shah.J.C and Workman.W. (1989). Method for predictive pacing of calls in a calling system.
Rockwell International Corporation. US 07/245,097 (1), 1.
Yamamoto.M and Nof.S.Y. (2007). Scheduling/rescheduling in the manufacturing operating
system environment. International Journal of Production Research. 23 (4), 1~17.
Vieira, G. E, Herrmann.J.W and Lin.E (2003). "Rescheduling manufacturing systems: a framework of
strategies, policies, and methods."Journal of scheduling 6.1: 39-62.















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Appendix1. Basic model
1.
1.1 Queue time for operator

1.2 Queue size for operator

1.3 Work completed by operator


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2. Director Associate
2.1 Queue time for director

2.2 Queue size for director








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2.3 Work completed by director

3. Associate
3.1 Queue time for associate






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3.2 Queue size forassociate


3.3 Work completed by associate



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3.4 Queue time for senior associate

3.5 Queue size for senior assoociate




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3.6 Work completed by Senior Assoicate