metrics for call center

@ Copyright 2009 – Ivan Luizio Magalhães ([email protected]) – Slide 1

METRICSMeasure Everything That Results In

Client SatisfactionAuthor:

Ivan LuizioR. G. Magalhães

e-mail:

[email protected]

Call Center Application


Agenda

2

Drivers and Inhibitors

METRICS

Approach of METRICS

Indicators

Benefits and Results


1

2

3

4

5

6


Copyright

Measure Everything That Results In Client Satisfaction (METRICS) is a methodology

created for Ivan Luizio Magalhães as part of the evolution of the Strategic Activity System (SAS) and Value Strategic Management (VSM)

methodologies and integrated with the Intelligence System (evidence-based

consulting system), having for base many techniques as processes improvement, total

quality management and the Kano Model.


The major drivers and inhibitors of the Client Satisfaction …

Drivers

Inhibitors

Uncertain Market Recovery

Unfocused Value Propositions

Technology as Enabler, Not Driver

Commoditization

Consolidation

ServiceOrientation

ProcessImprovement

Offshore/Nearshore

Move Toward Standardization

Attitudeof the Operator

01


... in association with a chaotic environment with generally low visibility of the cause-

and-effect relations.

01


The methodology METRICS leaves of three pillars (processes, products and experiences)

to guarantee the maximum satisfaction of the customers …

Process Product

Experience

ClientSatisfaction

02


... by means of the organization of a system of measurement with the aim to give

visibility and transparency to all the cause-and-effect relations that impact in the

satisfaction of the clients …

02


... in order to transform the clients into fan, not only treasurers, but that also they

divulge the products of the organization for its friends and colleagues …

Value Satisfaction Fidelization Promoter

02

Business Value


…with approach based in five steps (Study, Plan, Execute, Review and Sustain) for

organization transformation in alignment with the business and technology drives

(internals and externals).

02

Su

sta

in

StudyPlan

Exe

cute

ReviewN

eed

to T

ran

sfo

rm

Business Strategy

Regulatory Requirements

Operational Improvement

Mergers & Acquisitions

Sourcing & Partnerships

Changes in Business Landscape

Current Pain Points

METRICS

Source: METRICS


The approach of the METRICS is based on different delivered with the aim to support

the process of decision taking …

ExecuteTransformation

in Actions

Process3 Process

4

System2

System1

System3 System

4

Process 2

Process1

PlanCause-and-Effect

Mapping

StudyObjectives Definition

Client Satisfaction

IndicatorsData Base

SustainResult

Management

ReviewIndicators Monitoring

Cause-and-EffectMap

Action Plan

ProcessTransformation

ExecutiveDashboard

ProcessAnalysis

Evidence BasedDecision Method

03

Source: METRICS


…with foundation in process transformation and is the way for increase the value for

the business ...

03

� METRICS is a comprehensive solution that helps optimize resources, services and financial impact, all in support of strategic business goals. It provides powerful tools to anticipate and align the right mix of physical and virtual resources to meet business demands, and assess business performance and costs across organizational infrastructure.

� METRICS focus is increase the value of business processes, ensuring high quality of services as manage risk and minimize the cost of delivery services.

� METRICS is a methodology client satisfaction oriented


CostReduction

... to reach different aims by means of the increment of the satisfaction of the client.

Quality Assurance

Service Level Increment

Competitive Increment

BusinessResults

03


The METRICS allows to organizational performance management in three levels

(strategic, tactical and operational) …

Strategic Vision

• Management use

• Executive Dashboard

• Business Strategy impacts

Tactical Vision

• Manage use

• Performance evolution

• Problem resolution

Operational Vision

• Individual performance

• Fails detect

• Event impact

03


... and in four perspectives with Value Strategic Management (VSM) …

Organizational Contribution

� Concentration on core business

� Capitalizing on new fields of business

� Greater potential for creating added value and increased business value

� Revenue increment

Processes

� Optimized, transparent and variable costs

� Guaranteed savings

� Reduction of investments

� Time Reduction

� Quality Assurance

Innovation

� Highest levels of security and availability

� Direct & fast access to high-performance and state-of the art technology

� Process automation

� Prompt implementation of innovations

Client Orientation

� Scalable and efficient workflow organization

� Clear responsibilities and strong service orientation

� Service Level Management

03

Source: Value Strategic Management


... and the definition of the organizational maturity in respect to the attendance of the

client.

State 4State 4State 4State 3State 3State 3State 2State 2State 2State 1State 1State 1Prevent future outages and

problem events by proactively

monitoring and managing the

services operation

Transform the overall process environment to

optimize performance and

operations

Combining the technology and innovation to

provide business benefits through a

true strategic partnership

111ResponsiveSolutions

333EnterprisePerformance

444ClientPartnership

Resolve client’most pressing

problems

222ProactiveManagement

Cli

en

t S

ati

sfa

cti

on

Maturity

03

Source: METRICS


METRICS uses a Intelligence System based in a database of metrics, capabilities and

value improvement practices for client view creation …

04

Client View

Event Data Base

Satsf.

Performance DB

Call Center DB

Trouble Ticketing


Service View

Rec.

Fidel.

Intelligence System


…with lead and lag indicators in order to allow the complete management of the

experience of the client …

04

LeadIndicators

LagIndicators


� 10% reduction in error volume

� 25% reduction of critical errors

� Increase in change visibility

from 300 to 10,000 changes per

month

� Increase in change to incident

correlation detection from 1%

to 30%

� 25% reduction in Mean Time to

Resolution

� Reduction in unplanned

changes from 50% to less than

5% of total changes

� 75% reduction in time spent on

audit and compliance

� 15%-35% reduction in cost

� 99% in service level

achievement

� 94% in on-time or early delivery

of services

� 99% in availability

� Maximum of 2.3% in turnover

tax

� Maximum of 2% repeat defects

…with many best results of the organizations.05

Source: METRICS estimates


Agenda

19

Drivers and Inhibitors

METRICS

Approach of METRICS

Indicators

Benefits and Results


1

2

3

4

5

6


For to exemplify the application of METRICS, will use a Call Center, main canal of

contact of the clients of an organization, …

06


… allows to answer the innumerable questions regarding the strategies, management,

processes and results …

06

Source: METRICS

Executive Dashboard

Which levels of services can be compromised to

our clients?

Which objectives, indicators and

targets?

Is our performance competitive and

which reduction cost techniques for a Call Center operation?

Which are the attendance techniques

that will allow performance better?

How to improve the productivity of Call

Center clients?

How to reduce the resolution time and the amount of incidents?

Which the strategy of attendance to be adopted to develop the satisfaction of the Call Center clients?

Which the maturity of our

Call Center and as to guarantee the quality of the attendance?


... and allows to create a Executive Dashboard with integrate indicators of all Call

Center areas and processes.

Executive Dashboard


06