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Black Belt Project on Increasing CSAT%
This document outlines a Lean Six Sigma project undertaken by Sk. Noor Mohammad to increase the customer satisfaction percentage (CSAT%) for Digicon Technologies Ltd.'s (DTL) Airtel Inbound process. The current CSAT% is 79-81% but the goal is to increase it by 2% to over 83% by August 31, 2015. Key issues identified that contribute to low CSAT include unorganized conversations, dead air time, arguments, hurriedness, and unhelpful attitudes by customer service representatives. The project will involve defining the problem, measuring key aspects, analyzing the data, improving processes, and controlling the new processes. Improvement plans include refresher trainings, increased call monitoring, sharing
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Black Belt Project on Increasing CSAT%
- 1. Project Undertaken by:Sk. Noor Mohammad Trainer: Mr. Prabhas Surana Lean Six Sigma Black Belt Project Theme:- Increasing CSAT%
- 2. Present Pain areas 2 •High customer dissatisfaction will result into customer churn. • Lack of satisfaction level will result into higher repeat calls and in turn will increase daily abandoned %age. Short Term • Incessant Higher customer dissatisfaction will ruin company’s brand image in front of client & other prospective customers. • Incessant Higher customer dissatisfaction may cause for loosing business in the long run. Long Term Define
- 3. Project Charter 3 Business Case DigiconTechnologies Ltd. is a leading BPO in BD. There is a process called Airtel Inbound among many other project which contributes to 80% of the total revenue. High customer dissatisfaction threatens to loose its business & brand image. There is an opportunity to reduce customer dissatisfaction % by using control factor, which would help the organization to achieve increased efficiency and competitiveness. Goal Statement To increase the Monthly CSAT% of the DTL Airtel Inbound process by up to 2% within 31st Aug’15 along with consistency. Opportunity Statement With the help of Customer dissatisfaction data for DTL, last 2 month’s defect % are 19% & 18% respectively. Which causes huge customer churn of Airtel BD and decreases client’s growth level as well. Check below CSAT% for last 2 months: Project Scope In Scope: All the CSE taking calls for DTL Airtel Process. Out of Scope: 1. CSE apart from DTL Airtel Inbound process. 2. CSE involved others apart from call taking responsibility. Month Satisfied Dissatisfied CSAT% April'15 36073 9346 79% May'15 34068 7832 81% Define
- 4. Project Time Line 4 ***GANTT chart is being used to define the timeline of the project. Define Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Form Team Finalize Charter Training Gather Data Analyze Data Select Solutions Develop Implementation Plan Monitor Result Closure and Recognition May'15 June'15Activity Aug'15 July'15
- 5. Targeted Benefits 5 Define EnsuringCustomer satisfaction. Count of churn customer will be decreased. Call volume will be increased ( Daily basis ). Repeat %age will be decreased on daily basis. Client satisfaction will be ensured. service quality will be improved. Company reputation will be increased.
- 6. Definitions 6 Define Indicators Full FormDefinition CSAT Customer Satisfaction Customer satisfaction is the measure of the overall satisfaction of the interaction or service. PFS Product Fact Sheets The detailed overview along with features of an entire product is described in this document which is provided by Airtel MIS Management Information System A Team dedicted to supoort Operations Team with data points on different KPIs KMT Knowledge Management Team A Team who deals with the know-how of all the products and also involved in cascading the information to the Floor agents CSR Customer Service Representatives One who is assigned to answer calls HRD Human Resource Department The Department who deals with the recruitment of the CSRs during requirement SOP Standard Operating Procedure The standard guideline which CSR needs to follow VOC Voice Of Customer Customer's opinion regarding Airtel product/process.
- 7. Team Member A Approvalof team decisions I.e., sponsor, business leader, MBB. R Resource to the team, one whose expertise, may be needed on an ad-hoc basis. M Member of team – whose expertise will be needed on a regular basis. I Interested party, one who will need to be kept informed on direction, findings. Key Stakeholders Define Measure Analyze Improve Contro l Sponsor Wahid Sharif I & A I I I I Project Leader Sk. Noor Mohammad R & A R & A R & A R & A I & A Team Member Md. Salauddin Ahmed M M M M M Team Member Mahmudul Hassan M M M M M Team Member Hafizur Rahman M M M M M Team Member Maruf Hossain M M M M M Team Member ASM Salahuddin M M M M M Communication Plan Information or Activity Target Audience Information channel Who When Project Status Leadership E-mails Sk. Noor Mohammad BI- Weekly Tollgate Review LSSBB E-mails / or meetings As per project plan Project activities Members E-mails / or meetings Weekly Define 7
- 8. Increasing CSAT% Meet customer satisfactionon every call Increase day wise CSAT% The day wise CSAT% should be >=83% CTQs LSL = 80% USL = 85% Any day where in the FTD CSAT%<80% Project GOAL Definition Target LSL/USL Defect Definition CTQ Elements Define 8
- 9. SIPOC Define 9 Supplier InputProcess Output Customer Airtel Product Call Customer awareness & service End customer of Airtel HRD Customer Service Representatives Call handling Ensure customer satisfaction End customer of Airtel Airtel Standards scripts Start the call with the standard greeting Good customer experience End customer of Airtel Airtel SOPS Understand the query/request/complaint Provide resolution to customer's issue Quality(Digicon & Airtel)Team Airtel Process training Quality of the resolution Increase knowledge of agents Training & Quality Team Avaya Access to CRM and customer information Verify the customer identity Provide compact customer service End customer of Airtel Avaya Call recording Call monitoring Take preventive/corrective actions Quality(Digicon & Airtel)Team MIS Data points Data analysis Measuring agent's performance Operation & Quality Team Training Department Soft skill Training Provide quality service to all customer End customer of Airtel Quality Department Call audit Constant feedback/refresher Make customer satisfy by providing quality service Airtel Management
- 10. Process Map (MACRO)-FlowChart Define 10
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- 12. As-Is Process Map( MICRO) Measure 12
- 13. Data Collection PlanMeasure LSL USL CSAT% Customer satisfaction is the measure of the overall satisfaction of the interaction or service. Day wise CSAT% going down under 80% 85% 80% 85% Day wise CSAT% OpportunityKPI Operational Definition Defect Definition Performance Standard Specification Limit KPI Data Type Data Items Needed Formula to be used Unit What database to be used to track the data? Is this existing database or new? If new, when the database will be ready to use? Sample Planning CSAT% Attribute Satisfaction count, Dissatisfaction count, Wrap Up contributor %age CSAT%=(Total Satisfied count/Total Reply)*100 Percent age MS Excel Existing NA Apr'15 to May'15 13
- 14. Pareto Analysis Measure 14 UnorganizedConversation, Dead Air, Argument, Hurriedness & Unhelpful attitude are the Vital Xs which contributes to higher customer dissatisfaction and resulting into low CSAT of the entire process. ***The above data is derived out of 3252 sample audits of Quality Auditors.
- 15. Sigma Calculation Measure 15 TotalOpportunities 87319 Total Defects 17178 DPMO 196726.9 Sigma Level 2.35 We can see from the sigma calculation that the current process is running at a 2.35 sigma level, hence there is a scope of improvement in this process.
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- 17. Normality Test Analyze 17 Asthe P Value is >0.05, hence the data is normal and can be considered to go ahead and work on this specific project.
- 18. Graphical Summary Analyze 18 Asthe P Value is >0.05, hence the data is normal and can be considered to go ahead and work on this specific project.
- 19. Cause & EffectAnalysis Analyze 19 Material MAN Rush to wrap-up the call Dominating nature Reuce AHT by escaping SOP Hurridness & interruption Avoiding tendency Willingness Machine Argument/ cunning attitude Dead air Inadequate pre shift briefing Not following SOP Inattentive on call System navigation issue Lack of communication skill (lack of fluency and pronunciation problem) Method Why CSAT% is low ? Poor Network coverage Lose the temper Unhelpful Attitude on hold Not puttingSystem navigation issue Less enthusiastic on call Unorganized Conversation Unorganized Knowledge drive Charging mechanism Application Down Lack of training absence of soft Too many system check required Lack of responsivenessLack of product knowledge Complicated PFS Complicated Product Call drop from conversation
- 20. Vital Few Xschosen for improvement Analyze 20 Impact CATEGORY HIGH MEDIUM LOW IN CONTROL 1. Lack of communication skill (lack of fluency and pronunciation problem) 2. System navigation issue 3. Inattentive on call 4. Not following SOP 1. Complicated PFS 5. Argument/ cunning attitude 2. Unorganized Knowledge drive 6. Hurridness & interruption 3. Inadequate pre shift briefing 7. Unhelpful Attitude 4. Absence of soft skill training 8. Less enthusiastic on call. 5. Charging mechanism 9. Lack of responsiveness 10.Lack of product knowledge 11.Willingness 12.Not putting on hold 13.Avoiding tendency OUT OF CONTROL 1. Call drop from conversation 1. Too many system checks required 2. Poor Network coverage 3. Application Down All the CSAT controllable parameters belong to the parameters of Call Quality Vital few Xs chosen through controllable factors to prioritize the solutions based on the control and noise factors.
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- 22. Action Plan forImprovement Improve 22 Main Reason for low CSAT How to fix/steps to be taken for the failure points Quantified targets on the steps taken Sub activities on the steps taken One who would own the activities /KRA improvement and track them Date of Completion Done/WIP /Not done SOP of top 10 negetive response generators to be discussed with low CSAT producing agents. Calls will be monitored on a regular basis QA s need to discuss the top negative response contribution scenarios during every briefing sessions. Quality 5-May WIP Parameter wise TL wise scores to be shared with OPS by quality team & feedback to be shared on the same. Parameter wise dashboard to be published on a daily basis. Fatal reasons in Internal & External Audits to be regularly briefed among the agents by the QA s. MIS 2-May WIP Calls to be monitored on a daily basis by the QA's for their respective team. 5 calls/Day to be monitored & feedback to be shared. Monitoring calls from verint by the TL on daily basis. Feedback sharing signups to be maintained. Quality 7-May WIP Increase CSAT to be driven across the floor. Call quality to be tracked based on the internal audit observation & TL/AM/QA s to drive the same for their respective teams. Review to be done by the process head/week once the QMC scores come. Quality 7-May WIP Dead Air Long call drill down to be done in pick hours. 2 calls/QA to be audited for his respective team & dashboard to be published regarding the same. Most of the calls being monitored for the perticular query IDs for which the CSAT is low. Quality 3-May WIP Argument/Cunning Attitude Refresher training to be arranged on softskill. Post refresher efficacy to be mapped through 2 audits /agent by Trainers. The result of Internal audits are send to training team on a fortnight basis as TNI for refresher. Training 5-May WIP Hurriedness/Interruption Refresher session to be arranged on call courtesy by maintaining proper guideline. 2 calls/QA to be audited & dashboard to be published regarding the same. Training Team is taking refreshers. Training 10-May WIP Unhelpful Attitude Hygene audits to be done. Calls will be audited by QA/KMT/Trainer & dashboard to be published regarding the same. Providing feedback on a regular basis. Quality/Training/KMT 1-May WIP Unorganized Conversations
- 23. Improved Process FlowImprove 23 VOC Tracker has been introduced to increase CSAT% for modification/change the product/process modalities. Introduced KAIZEN to satisfy the customer after providing service by prioritizing them before end of the call.
- 24. Initiative : VOCTracker Improve 24 CSRs are used to write VOCs here regarding product/process features. ** These VOCs help client to take decision to keep/change the product/process modalities. This practice increases CSAT% rather chances the customers into churn.
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- 26. CSAT Trend –Month Wise Control 26 79% 81% 82% 83% 84% 77% 78% 79% 80% 81% 82% 83% 84% April'15 May'15 June'15 July'15 Aug'15 CSAT Trend – Month Wise Significant improvement observed in month wise CSAT trend. By end of Aug’15, it has come up to 84% from 79%.
- 27. Impact Analysis –CSAT Control 27 We identified total 25 agents whose CSAT were significantly low and below 76% CSAT score during Apr’15 & May’15. All these agents have undergone refresher Trainings and the Quality auditors kept them under rigorous call monitoring to understand the implementation of learning through Refreshers. We have seen 100% agents have improved and their average CSAT have come up to 82% from 75% which impacted a lot in the overall CSAT of the process. 72% 72% 73% 74% 74% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 76% 76% 76% 76% 77% 77% 77% 77% 81% 82% 89% 80% 81% 83% 79% 82% 88% 84% 78% 84% 80% 76% 81% 86% 81% 82% 82% 78% 91% 83% 82% 80% 78% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Pre-project score Post-project score Impact Analysis - Pre vs Post Refresher Training
- 28. Impact Analysis –CQ Control 28 84% 79% 80% 82% 80% 82% 80% 76% 82% 83% 81% 79% 81% 80% 78% 83% 81% 82% 84% 81% 80% 80% 80% 80% 70% 79% 81% 85% 84% 84% 84% 84% 72% 80% 79% 85% 74% 80% 82% 83% 86% 83% 82% 83% 83% 82% 83% 80% 81% 85% % 10 % 20 % 30 % 40 % 50 % 60 % 70 % 80 % 90 % 100 % Pre-project score Post-project score Impact Analysis - Pre vs Post Refresher Training We identified total of 25 agents whose Call Quality Scores were significantly below the target of 80%. All these agents have undergone refresher Trainings and the Quality auditors kept them under rigorous call monitoring to understand the implementation of learning through Refreshers. We have seen improvement in the agents and their average Call Quality scores have come up to 82% from 80% which impacted a lot in the overall CQ of the process.
- 29. Sigma Calculation –Post Project Control 29 Total Opportunities 84381 Total Defects 14202 DPMO 168308 Sigma Level 2.46 The Process sigma level has increased from 2.35 to 2.46. Hence the process have improved.
- 30. Process Capability –Post Project Control 30 Test of μ = 80.45 vs > 80.45 The assumed standard deviation = 0.01701 Variable N Mean StDev SE Mean 95% Lower Bound Z P CSAT 62 83.1934 1.5747 0.0022 83.1898 1269.93 0.000 As the P value is less than 0.05, hence here we can reject the null hypothesis. So we can say that process i.e. CSAT has improved.
- 31. Changes done inAction Plan Control 31 Main Reason for low CSAT How to fix/steps to be taken for the failure points Quantified targets on the steps taken Sub activities on the steps taken One who would own the activities /KRA improvement and track them Date of completion Done/WIP/ Not done SOP of top 10 negetive response generators to be discussed with low CSAT producing agents. Calls will be monitored on a regular basis QA s need to discuss the top negative response contribution scenarios during every briefing sessions. Quality 5-May Done Parameter wise TL wise scores to be shared with OPS by quality team & feedback to be shared on the same. Parameter wise dashboard to be published on a daily basis. Fatal reasons in Internal & External Audits to be regularly briefed among the agents by the QA s. MIS Ongoing Done Calls to be monitored on a daily basis by the QA's for their respective team. 5 calls/Day to be monitored & feedback to be shared. Monitoring calls from verint by the TL on daily basis. Feedback sharing signups to be maintained. Quality Ongoing Done Increase CSAT to be driven across the floor. Call quality to be tracked based on the internal audit observation & TL/AM/QA s to drive the same for their respective teams. Review to be done by the process head/week once the QMC scores come. Quality 7-May Done Dead Air Long call drill down to be done in pick hours. 2 calls/QA to be audited for his respective team & dashboard to be published regarding the same. Most of the calls being monitored for the perticular query IDs for which the CSAT is low. Quality Ongoing Done Argument/Cunning Attitude Refresher training to be arranged on softskill. Post refresher efficacy to be mapped through 2 audits /agent by Trainers. The result of Internal audits are send to training team on a fortnight basis as TNI for refresher. Training 5-May Done Hurriedness/Interruption Refresher session to be arranged on call courtesy by maintaining proper guideline. 2 calls/QA to be audited & dashboard to be published regarding the same. Training Team is taking refreshers. Training 10-May Done Unhelpful Attitude Hygene audits to be done. Calls will be audited by QA/KMT/Trainer & dashboard to be published regarding the same. Providing feedback on a regular basis. Quality/Training/KMT Ongoing Done Unorganized Conversations
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