support structure reengineering - asq · 2019-09-23 · 1 support structure reengineering –...

1

Support Structure Reengineering –

Re-assess & Re-align the Support Structure Candidate: ASQ South Asia Team Excellence Award (SATEA), 2018

~$200K Of cost optimized

T2T%

Optimization ~0.8% of T2T reduced

for entire organization

(Daksh + Services)

Future Ready Organization is future

ready for upcoming

acquisition

standardization

© 2018 Concentrix Corporation Confidential 2

2nd largest provider of customer engagement services

We provide our services in 10 key

verticals, with a focus on five strategic

industries that are more critical for clients

every day:

Automotive

Banking & Financial Services

Consumer Electronics

Energy & Public Sector

Healthcare

Insurance

Media & Communications

Retail & e-Commerce

Technology

Travel, Transportation & Tourism

2

© 2018 Concentrix Corporation Confidential 3

We will be the greatest customer engagement services company in the world, rich in diversity and talent …

… and we will get there by embracing our culture.

Project Roadmap

4

05

04

03

02

01

Project Walkthrough

Project Team and

Stakeholders

Project Framework

Project Background and

Purpose

# - #

# - #

# - #

# - #

# - #

Project Overview

3

1. Project Background & Purpose

1.01 Organizational Approach to Project Planning

1.02 Project Identification Process (General)

1.03 Project Selection Process (General)

1.04 Project Selection (Specific)

1.05 Project Goals and Benefits

1.06 Success Measure/Criteria Identified

This material is confidential and proprietary to Concentrix. No part of it may

otherwise be used, disclosed, circulated, quoted, or reproduced by any other

person or for any other purpose without prior written approval from Concentrix. If

you are not the intended recipient of this material, you are hereby notified that

such use, disclosure, circulation, quotation, or reproduction is strictly prohibited

and may be unlawful

INDEX – Frequently Used Terms & Abbreviations

6

• CNX – Concentrix Pvt. Ltd. • BPO – Business Process Outsourcing • RnP – Reward & Penalty • VOC – Voice of Client • MLOTT – Money Left On The Table • OI – Operating Income • NSD – No Surprise Dashboard • E2E Assessment – End-to-End Assessment • CRM - Customer Service Accounts (Customer Service) • IV - Industry Vertical Accounts • LOB – Line of Business • DPE – Delivery Project Executive / Operations Lead • DE – Delivery Excellence • FMEA – Failure Mode Effect Analysis

• NVA – Non Value Add • VA - Value Add • IT - Information Technology • KPI - Key Performance Indicators • S.M.A.R.T. - Specific-Measurable-Achievable-Realistic-Timely • SIPOC - Supplier-Input-Process-Output-Customer • CTQ - Critical To Quality • SME - Subject Matter Expert • TL – Team Leader • QA – Quality Analyst • VnA Trainer – Voice & Accent Trainer • WFM - Work Force Management

4

Organization Goals

7


• Improved Efficiency

• Optimum Utilization

• Cost Optimization

• OI% Enhancement

• Market Opportunities

• Technology Spread

• Revenue & Income

Growth

RAMP

• Reward Amplification

• Minimizing Penalty

• Positive Client VoC

• Fulfillment of Customer

Needs

• Promotor VoC Score

• ZERO MLOTT

Opportunity

• Advance the revenue by

Optimization of MLOTT

• Being preferred business

partner through

Innovation

• Innovation Score under

promoter category

Strategy Goal R&P Optimization Promotor - Client VoC

Organization Goals

Revenue Optimization Innovator & Preferred

Business Partner

VoC – Voice of Client MLOTT – Money Left On The Table OI – Operating Income

To identify any project opportunity – CNX team

review & assess the Organization goal.

• Inputs from Annual

Strategy Meet

• Projects on Key

Growth/Biz Goals of -

Organization

Strategy Meet • Feedback

received in

periodic business

Reviews

Biz Review

• Half yearly Survey

Score

• VoC from Key Business

Partners

Client VoC

• Review of MLOTT

Report & project

metric selection

MLOTT

• Ideation Process

through Account

Innovation Council

• Idea Feasibility &

Impact Study

Innovation Council

• Monthly Report of

NSD ―No Surprise

Dashboard‖

• R&P Metric

Selection

NSD Review

• E2E account assessment of

Top/Critical Account

• Project Opportunities

Identification basis

Effectiveness & Efficiencies

Improvement

End to End Assessment

Project Planning Methodologies

8


Project Selection Methods `̀ `̀ `̀ `̀ `̀ ̀

`̀ `̀ `̀ `̀ `̀ ̀

`̀ `̀ `̀ `̀ `̀ ̀

`̀ `̀ `̀ `̀ `̀ ̀

NSD – No Surprise Dashboard VoC – Voice of Client E2E Assessment – End to End Assessment MLOTT – Money Left On The Table

Various methodologies to identify the project

opportunities taken into consideration in project

planning stage (of course, inline with

organization goal)

5

Quantification, Impact & Timeframe of the Project Opportunity – The Expected Result

9


Problem/Opportunity

Identification &

Quantification

Similar Initiatives and/or Best

Practices Implemented

Objective

/ Expected

Results

Project

Timeframe

Quantification, Impact & Timeframe of the Project Opportunity – The Expected Result

10


Steps for Project Identification Process

• Problem/Opportunity Identification –

A good project is with a significant

problem/opportunity definition. It is important

to identify the problem for customer, client

and/or business.

• Similar Initiatives and/or Best Practices

Implemented –

This helps to learn from previous lessons &

challenges. Also, get new ideas to improve

project design.

Steps for Project Identification Process

• Project Timeframe –

To determine the time to reach the

established objectives. Also, the lead time for

kickstart & coordination with various

stakeholders involved.

• Evidence and/or data to support

identified problem –

Research of data & evidence through

statistics, survey results, pervious reports etc.

Also, the validation of problem extent.

• The objective and/or expected results –

To reflect on what to achieve and how. To be

realistic & it’s recommend to tale attainable

targets

• Key Stakeholder’s Approval & Business

Value –

To know right stakeholders for support, probe-

idea-clarification & approval on problem. Also,

evaluate the value to business.

6

Project Selection Process

11

1.03 Project Selection Process (General)

Significant Impact

Significant Impact

of the problem /

Opportunity for

Customer, Client

and / or business

Solution Known /

Implemented

Is the solution

known or has a

similar initiative

been executed

Strategic Alignment

The identified

problem is

aligned with the

strategy /

business goals /

customer demand

/ client VoC

Project Sponsor &

Approval

Project sponsor’s

approval on

project goal, team

& budget

(Resource and /

or Financial)

ROI & Project

Benefits

Significant ROI

and Project

Benefit ($ benefit

or Customer

Experience) to

Customer / Client

/ Business

Project Timeframe

Project execution

timeframe to be

appropriate for

execution and

reaping the

benefits on time.

$

Current Landscape & Future Readiness

12


Daksh

Business Unit

CNX India

150+ 44K+

Account # Headcount

Services - New

Organization

Acquisition

• Respective practices for Support

Structure

• Uniquely designed SPAN Ratios for

each business unit

Practices & Support Structure

Concentrix has operations in multiple locations for various clients. In continuation to organization growth, CNX has

acquired Services business unit (i.e., New Organization Acquisition). Both the organizations have respective

support structure & practices. A study is needed to understand the unique design for the support structure and re-

design the unified / standard support structure.

• Concentrix will continue to grow organically /

inorganically

• The varied standard for support structure

need to be streamlined & standardized to be

future ready.

Continue to Grow

• Contact Centre Industry & Concentrix

moved from Manual Era (initial years - late

90s) to Automation Era (current phase 2017-

2018).

• Also, for future readiness the support

structure needs to re-assessed.

Support Structure

Fu

ture

Rea

din

ess

Org

an

iza

tio

n L

an

ds

ca

pe

7

Business Need to Re-assess & Re-align the Support Structure

13


In the evolution journey of Contact Centre Industry, CNX moved from Manual Era to Automation Era

Initial Phase

(1998-2005)

Progressive Phase

(2005-2015)

Current Phase

(2017-2018) CNX in Year 2020

Su

pe

rvis

ors

Wo

rk

Manual Era Advanced Era Automation Era Future Era

Work on manual platforms Advance Platform to perform Task Work on Automated platforms Advance Automated

Platform

• Ops Sups - managed team on

manual platform / paper

• APR & SLO (Attendance, Shrinkage etc)

performance Dashboards on excel

reports

• Automated Reports and performance

management on automated / semi-

automated platform

• Advanced automated

platform to perform task

attributes with higher

degree of effectiveness • QAs – Did audit by manual sampling

and record in excels & provide

feedback manually

• Auto sampled audit & manual feedback • Auto sampled audit & auto feedback

• CSAT Analysis via PACE tool

• Trainers – Semi-structure training

module & manual tracking of Batches

/ Knowledge Assessment etc.

• Structure Module & Training Content

followed

• Tools for Knowledge Assessment

• Gamification Environment / Web based

Training Program

• WFM Lead – WFM Manual Work • WFM Task via Automated Templates

(Excels, Access etc)

• Integration of Data base

• Power of Power BI Dashboard

To study the

Support

Ratios /

SPAN in the

Automation

Era However, the benchmark has not been modified according to the need in automation era

Why to Execute ―Support Structure Reengineering‖ Project

14


# Inputs from Annual

Strategy Meet

# Projects on Key

Growth/Biz Goals of

Organization

Strategy Meet

• Functional Goal

alignment to strategy

• Key Projects assigned to

respective function head

Operating Plan

• Customer Needs

• New Market Opportunities

• Technology Advancement

• Revenue & Income Growth

Growth Goals

• Efficiency Improvement

• Capacity Utilization

• Cost Optimization

• OI% Enhancement

Business Goals

Linkage with identified project theme

• What should be the optimum

ratios of support structure

[agents to hierarchy ratio - T2T

Ratios or Span Ratios].

• Need to devise an optimum

ratio inline with transaction

type, business complexity and

business offerings.

• Need to Study the current state

& benchmark of contact center

industry.

Project Case

# To design standardized support structure for future organic / inorganic growth

# Study on the requirements & need of support structure in current (automation) era compared with the

manual era

Future Readiness

1

2

Goal alignment with identified project theme

T2T Ratios – Tooth to Tail Ratios OI – Operating Income

8

Project Selection Grid for ―Support Structure Reengineering‖

15


Symbols Score / Relationship Value

+ Yes / Better than baseline 1

s Some What / About the same 0

- No / Worse than baseline -1

Pugh Matrix

Project Selection Criteria Weight Project

1

Project

2 Project 3

Support

Structure

Reengineering

Project

5

Project

6

Project

7

Customer / Client (Internal and/or External) Satisfaction 5 + + + + + + +

Does it Solve for Critical Problem 5 + - + + + + +

Is the identified problem in aligned with the strategy /

business goals / customer demand / client VoC 5 + + + + + + +

Does it approved by a Sponsor 4 + + + + + + +

Significant ROI and Project Benefit 5 s + + + s + s

Timely Execution Planned to reap the benefit 3 s + + s + s s

Does this project lead to Identify Unknown Solutions 3 s s s + s s s

Project Selection

Score 63% 57% 90% 90% 73% 80% 63%

Project Priority

Rank 4 5 1 1 3 2 4

Project selection happens basis the rank. “Project3” and “Support

Structure Reengineering” has prioritized and both project picked up for

execution SSR – Support Structure Reengineering

Benefits & Goals

16

1.05 Project Goals and Benefits

Support Structure

Reengineering

• Define the Project Metric

• Account Segmentation

• Team Formation & Communication

• Study the Actual Ratio

• Study the tasks requirements

Project Goals & Benefits

GOALS

BENEFITS

STUDY

KPIs

Timeframe

ACTIVITIES

TASKS

• Accounts selection

• Time & Motion Study

• Define & Design tasks requirements

• Pilot in Control Environment

• Review the post performance & Monitor

• Study the probability of

Integrating positions

• Re-design Span Ratio

(basis pilot result analysis)

• Reduction in

T2T% Metric

• Data Collection & Analysis Study – 8 to 12

Weeks

• Pilot Execution, Deployment / Implementation

– 8 to 12 Weeks (from Jan’18)

$

OI IMPROVEMENT

RESOURCE UTILIZATION

• Improved Efficiency

• Optimized Cost

• Better Resource (People &

Technology) Utilization

• % Improvement on OI

• Achievement of Annual Strategy point T2T Ratios – Tooth to Tail Ratios OI – Operating Income

9

Project Success to Organization Goal Achievement

17

1.06 Success Measure/Criteria Identified

T2T% REDUCTION

$

OI% IMPROVEMENT

STRATEGY GOAL

ACHIEVEMENT

Project Goal Linked with Business Goal

• Future Readiness

• The requirements of support structure in future era

• Standardization & Well-Integrated Practices

• Re-design the Support Structure basis the requirements & need in

current (automation) era compared with the manual era

• OI % Optimization

• Optimized T2T Ratios will yield in optimized OI

T2T Ratios – Tooth to Tail Ratios OI – Operating Income

2. Project Framework






and may be unlawful

2.01 Concise Project Statement

2.02 Type of Project

2.03 Scope Statement

2.04 Assumptions/Expectations

2.05 Project Schedule/High-Level Plan

2.06 Budget (Financial or Resource)

2.07 Risk Management

10

Project Framework

19

To Reduce the T2T% (SPAN Ratios) through

optimized design, implement & drive performance

Project Statement

Project Scope – In-scope Prioritization

Top contributor accounts for each segment

Scope Statement

Continuous Improvement & Design Transformation

Project Type, Phases & Activities

Type of Project

Budget (Financial or Resource)

Resource Budget & Risk

Management

SPAN ratios for sampled account would be the

benchmark

No impact on customer services, client demand

on the course of SPAN Optimization

Assumptions / Expectations

Gantt chart to govern project

Project Schedule / High-level Plan

01

02

03

04

05

06 & 07

Project Statement

20

2.01 Concise Project Statement

Concentrix India is the leader in customer services industry with 44K+~ headcount along with

150+ client logos and continues to grow rapidly.

As a leader & tenured player in the industry, CNX has done automation of task/workflow via tool

/ application & transformation and continues to be the leader. Since Optimization is the key to

be the leader in the industry, one of Concentrix’s focus areas will be optimization of contact

center SPANs.

In this SPAN Optimization Drive – need to review the SPANs (T2T Ratios) to make them at

Optimum Ratios based on the tasks, standards, and responsibilities of both agents and

supervisors.

Business Case

What should be the Optimum T2T Ratios (Ratio of agents to hierarchy) to be derived based on

internal & external study, industry benchmark in line with transaction type, complexity, and

responsibilities (of Agents & Hierarchy) in the current state environment of contact center

industry.

Problem Statement

Goal Statement

To design the Optimum T2T Ratios & its target (basis the complexity of transaction/business)

and develop the solution.

To implement the solution for optimized T2T Ratios (SPANs) & drive the T2T Ratio metric.

T2T Ratios – Tooth to Tail Ratios

11

Continuous Improvement & Design Transformation

21

2.02 Type of Project

This project is a blend of Continuous Improvement and Design

Transformation

Why it was Continuous Improvement

Re-assess of Current Support Structure

for two different business entities

Re-design standardized support

structure for future readiness (for organic / inorganic growth)

Why it was Design Transformation

Study on the requirements & need of

support structure

Basis the need & task requirement –

Re-define the support structure &

roles of each support staff category

Identify the high variation & non-

achiever accounts & profiles on T2T

Ratio / Span Ratio

Identify the high variation & non-

achiever accounts & profiles on T2T

Ratio / Span Ratio

Continuous drive performance &

Change Management

Adoption of new solution and

performance management

DT1

DT2

CI1

CI2


22


In Scope: CNX India

(Business Verticals – CRM, IV-H, IV-B&I, ICoE)

(Functions – Ops and Ops Support (WFM, T&TQ)

Out Scope:

Other Geo & Out-scope Functions and

Contractual Positions & Ratios at account level

Project Scope

CNX

Global

CNX

India

CNX

Other

Geos

CNX

Daksh

CNX

Services

CNX T

dd

% XX

%

YY

%

ss%

t%

CRM-GD gg

%

CRM-

ICoE ii%

IV-B&I bi%

IV-H hh

%

Geo Entity Verticals

Others e%

• +90% of the CNX India business

taken into scope of the study

Out of Scope Header % Contribution

(H/C)

12


23


Project In-Scope

CRM-GD, CRM-ICoE,

IV-Healthcare, IV-B&I

Business Vertical

150+ 44K+

Account # Headcount

Ops & Ops Support

(WFM, T&TQ)

Function

• Need to do the segmentation of the business/LoB based on the complexity of the transaction across verticals / accounts

• Segmentation Headers:

• Industry Type (e.g., Automotive, Media/Communication, etc.)

• Type of Transaction (Technical Support, Voice, Back-office)

• Capture the actual ratio against the ratio target (contractual / recommended)

• Need to define the attributes (required task) of each position of in-scope functions

• SOD Matrix:

• Identification of common attributes for multiple positions

• Elimination of overlapped attributes and keep it refine SOD

• Time & Motion Study to capture the required time in the advance environment of contact center industry

• +150 accounts are part of in-scope business entities

• Need to prioritize the accounts for the further studies. Also, it should be the right

representation of entire in-scope business

In-scope Prioritization

24


Industry & Offerings Landscape

Off

eri

ng

s

• Automotive

• Consumer Electronics

• Media Communications

• Retail & e-Commerce

• Technology

• Travel, Transportation and

Tourism

• Other

CRM IV

Customer

Care

Technical &

Product Support

Banking Healthcare

Insurance

Nature of Business – Voice / Non-Voice (across CRM & IV)

Ind

ustr

y C

overe

d

• Banks

• Insurance Services

• Healthcare

13

Role Grid

Competency Offering

Transaction

SME TL-Ops QA Q - TL Trainer VNR WFM Type

Complexit

y

CRM-GD Customer Care

NonVoice

High Y Y Y Y Y NR Y

Medium Y Y Y Y Y NR Y

Low Y Y Y Y Y NR Y

Voice

High Y Y Y Y Y Y Y

Medium NR Y Y Y Y Y Y

Low NR Y Y Y Y Y Y

CRM-ICoE Customer Care

NonVoice

High Y Y Y Y Y NR Y


Low NR Y Y Y Y NR Y

Voice

High NR Y Y Y Y Y Y

Medium NR Y Y Y Y Y Y

Low NR Y Y Y Y Y Y

IV

Banking

NonVoice High Y Y Y Y Y NR Y


Voice

High Y Y Y Y Y Y Y

Medium Y Y Y Y Y Y Y

Low NR Y Y Y Y Y Y

Healthcare NonVoice

High Y Y Y Y Y NR Y


Low Y Y Y Y Y NR Y

Voice Medium Y Y Y Y Y Y Y

Insurance

NonVoice High Y Y Y Y Y NR Y


Voice Medium Y Y Y Y Y Y Y

Low NR Y Y Y Y Y Y

In-scope – Business Segmentation

25


Segmentation Grid

• To select prioritized account (to be

representative of entire CNX-India businesses)

the segmentation grid designed on 4 categories

• Competency

• Offerings

• Transaction Types

• Transaction Complexity

• Also, mapped the roles on the segmentation

grid. NR – Role Not Required

In-scope Prioritization

26


Account

Prioritization

CRM & IV

Account (Complexity* / ~Headcount)

Business

Competency Industry Customer Care - Voice Customer Care Non-Voice

CRM

Automotive A Acc1 L 100

- - - A Acc2 M 100

Consumer Electronics CE Acc1 M 250

CE Acc3 H 1250 CE Acc2 M 1700

Media Communications

MC Acc1 M 3900 MC Acc4 H 1100

MC Acc2 M 800 - - -

MC Acc3 M 100

Other O Acc1 M 100 O Acc2 M 550

Retail & e-commerce RE Acc1 M 4000

RE Acc1 M 160 RE Acc2 L 500

Technology - - -

T Acc1 M 600

T Acc2 H 300

T Acc3 H 250

T Acc4 H 150

Travel, Transportation and

Tourism TTT Acc1 H 800

TTT Acc2 M 1000

TTT Acc3 H 500

Business

Competency Industry Voice Non-Voice

IV

Bank & Financial Services

BFS Acc1 M 1600 BFS Acc5 M 1100


BFS Acc3 M 300 BFS Acc7 H 150


Healthcare

H Acc1 L 450

H Acc3 M 1000

H Acc4 H 900

H Acc5 M 800

H Acc2 M 250

H Acc6 M 500

H Acc7 L 175

H Acc8 M 150

Insurance - - - I Acc1 M 140

I Acc2 M 100

In-scope Accounts – Phase1 & Phase2

Accounts Name are in Code

14

Assumptions/Expectations

27

2.04 Assumptions/Expectations

Assumptions

• Segmentation bifurcated on *Business Entity, Complexity

(defined by GDPL); Competency(Vertical) & Offering;

Transaction Type & Transaction Complexity

• Top contributor accounts (sampled accounts) select of

each segment

• SPAN Ratios for sampled account would be benchmark for

rest of the account of respective segment.

Expectations

• Define & Design the optimum SPAN ratios for each segment

(Top Segments)

• No impact on customer services, client demand on the course

of SPAN Optimization

High-Level Project Plan

28

2.05 Project Schedule/High-level Plan

• A High Level project plan to have better governance on the project

High-Level Plan

15

Resource Budget

29

2.06 & 2.07 Budget (Financial or Resource)

Resources Budget

Project

Sponsor

Project

Champion

Project

Mentor Project

Leader

Cross

Functional

Team

Cross Functional Team (for Prioritized Account)

Project Core Team Data Collectors

Contract Industry Vertical Offering Area DPE Account

Project Lead Ops TL SME QA Trainers

RE Acc1 Retail & e-

commerce CRM Customer Care 1 1 8 8 6 6

H Acc4 Healthcare IV Healthcare 1 1 6 6 6 6

T Acc2 Technology CRM T&PS 1 1 4 4 2 2

H Acc7 Healthcare IV Healthcare 1 1 4 4 2 2

MC Acc2 Media

Communications CRM Customer Care 1 1 8 8 6 6

CE Acc1 Consumer

Electronics CRM Customer Care 1 1 6 6 6 6

CE Acc3 Consumer

Electronics CRM T&PS 1 1 4 4 2 2

T Acc3 Technology CRM T&PS 1 1 4 4 2 2

Time & Motion Data collection required for various roles, hence taken the large team

3. Project Team & Stakeholders






and may be unlawful

3.01 Stakeholders and How Identified

3.02 Project Champion

3.03 Project Team Selection

3.04 Team Preparation

3.05 Team Routines

16

RE Acc1

H Acc4

T Acc2

H Acc7

MC Acc2

CE Acc1

CE Acc3

T Acc3

Stakeholders Identified Based on Business Segment

31

3.01 – 3.03 Stakeholders, Project Champion & Project Teams

Project Team

Sponsor : Sr. Director, Business

Champion: Asst. Director, Multi Business Units

Mentor : Global Delivery Excellence Leader

Project Leader: DE Lead, Master Black Belt

Team : (Cross Functional & Competency Team)

CNX

Global

CNX

India

CNX

Other

Geos

CNX D

CNX S

CNX T

83%

X%

Y%

15%

3%

CRM-

CGD aa%

CRM-

ICoE

bb

%

IV B&I cc%

IV-H dd

%

Geo Entity Verticals

Others ee%

Prioritized Account

• RE Acc1

• H Acc4

• T Acc2

• H Acc7

• MC Acc2

• CE Acc1

• CE Acc3

• T Acc3

• Other Accounts

Business Stakeholders

DE Global Leader - Mentor

Account Stakeholders – DPE, Business

Account Cross Functional Team

Account Project Teams

Project Team Preparation

32

3.04 Team Preparation

Multi-Location

Project team picked up

from 6 different locations

1

Multi-Account

Project to cover entire

landscape of CNX-India,

hence cover 23 Accounts

Account Lead

1 Lead for leading &

consolidating the work

from each account

2

Selection of Data

Collectors

Identified & Selected Data

collectors for Time &

Motion study (6-12 Data Collectors / Account)

Calibration on Data

Collection

Calibrate Data Collectors

on T&M Sheet

3

MBB & Mentor

Same-Location & worked

together on critical & PAN

India projects in the past

Champion & Sponsor

Team had a history of

working together, so we

did not face any major

difficulties

4

17

Communication routines for the project team

33

3.05 Team Routines

Frequency

Daily Weekly Fortnightly Monthly

Project

Champion /

Sponsor

Project Review Meeting with

Project Team

Review with Master

Black Belt

Mentor Handle escalations (as &

when needed)

Required Approvals (as

& when needed)

Review / approve re-

assessment

Approves / Confirm the Re-

designed ratios

Project Lead /

MBB

Support project team on

tools and techniques

Planning, co-ordination,

follow-ups with Project

Team on deliverables

Share project update to core

team

Share project

updates with

Project Champion

Account Project

Lead

Workshops &

meetings—mapping

processes, provide and

review inputs

Workshops &

meetings—mapping

processes, provide and

review inputs

Participate in review of

analysis & outcome of the

data

Data Collectors Data Collections as per

planned schedule

Weekly Meeting with

Account Project Lead &

Project Lead

Participate in the readout of

the analysis & calibrated with

the outcome

4. Project Overview






and may be unlawful

4.01 Project Approach

4.02 Tools Used Throughout Project

4.03 Tool Output At Different Stages of Project

4.04 How Team Was Prepared to Use the Tools

4.05 Dealing With Project Risk

4.06 Encountering and Handling Resistance as a Risk

4.07 Stakeholder Involvement in Project

18

Support Structure Reengineering Study

35


SITUATION

In the evolution journey of Contact Centre Industry, CNX moved from Manual Era to Automation Era

However, the benchmark has not been modified according to the need in automation era

To study the Ratios/SPAN in the Automation Era

Goal Statement

To design the Optimum Ratios Metric & its target (basis the complexity of transaction/business) and develop the solution.

To implement the solution for optimized Span & drive the Optimum T2T Ratio metric.

SPAN Optimization Study

Contextual for Study

Job Role Assessment

Role Integration

Industry Benchmark

Step 1

To study the SPAN optimization – need to segment the business based on characteristics of transactions and business category.

Step 2

Job Role Assessment to study the Task attributes / KRAs

Study the necessity of Task vs Job Role

Analyze the time taken at each frequency through Self check sheet.

Step 3

With output of job role assessment – analyze the probability to integrate the similar roles

Remove the repeatable Task attributes done by two or more than two job roles

Re-design the SPAN/Optimum Ratio based on task attributes – their frequency & time allocated

Step 4

Industry Benchmark study on T2T% Optimization

at each segment

at each job role

SPAN Optimization Approach

Support Structure Reengineering Study

Conceptual Approach to Study the Support Structure

36


Ratios

Compete

ncy Offering

Transaction TL QA Trainer VnA

Type Complexity

IV-B Banking Non-Voice High 1:15 1:25 1:100 -

CRM Automotive Voice Medium 1:25 1:40 1:200 1:150 SPAN

Optimization

Study

To study the SPAN optimization – need to segment the business based on characteristics of transactions and business category.

E.g. as below Segmentation Grid

Job Role Assessment to study the Task attributes / KRAs

Study the necessity of Task vs Job Role

Analyse the time taken at each frequency through -

With output of job role assessment – analyse the probability to integrate the similar roles

Remove the repeatable Task attributes done by two or more than two job roles

Re-design the SPAN/Optimum Ratio based on task attributes – their frequency & time allocated

Industry Benchmark study on SPANs Optimization

at each segment

at each job role

Segmentation Grid - Illustration

Interview

approach

With selected employees covered all current roles and

segmentations

Self Time

Sheet* Filled by each employee bases on tasks & frequency

Time & Motion

Study

Sample based T&M study by independent team to

cover all current roles at each segment

19

37

Usability of modified

SPAN Ratio Report

Review the post

performance of the metric

Full scale implementation

Establish MIS, controls &

BAU governance

04. Action

for transformation

Modification in SPAN

Ratio Report

Study the analysis & pilot

results

Study the probability of


based on re-defined task

requirements

Re-define the T2T Ratios

– Based on feasibility

study

Review the post

performance & Monitor

03. Formulate

strategy

Study & Analysis the

SPAN Ratio Report

Study the Tasks

requirements for each

role

Design and Plan the Time

& Motion Study

Time & Motion Study

Pilot in control

environment for sampled

account

Identification of special

cause for any variation (if

any)

02. Conduct

analysis

Project Phase & Scope

Project Metric &

Operational Definition

Team Formation &

Communication

Account / LoB

segmentation*

Study the Actual Ratio

Study the Task

requirements of each

position

01. Evaluate

situation

Methodological Approach to Study the Support Structure


*Business complexity based on - Complexity (defined by GDPL); Competency & Offering; Transaction Type & Transaction Complexity

38

04. Action

for transformation

03. Formulate

strategy

02. Conduct

analysis

01. Evaluate

situation

Pugh Matrix to prioritize list of high-

impact projects based on VOC

Focus Groups, Surveys to gather

VOC and align to strategic focus

Gantt Chart to prepare and track

project timelines

SMART Goals developed to

establish measurable success criteria

Data Collection Plan to collect the

right amount & accurate data for

analysis

Operational Definition to get the

right metric & the calibrated

calculation method

Sampling appropriate sample

(account) to pick for the true

representation of the population

Report Sheet to measure current

state performance of key CTQs

Data Collection Template to build

the data on the pre-defines attributes

Probability Study to check on the

feasibility the design

Graphical / Hypothesis Testing to

statistically validate

Workshop to develop modified Span

Ratio Report covered all probable

aspect

Pilot Run to validate the design Cost Benefit Analysis to assess

long term viability of the project

Stakeholder Review to understand

importance & influence on the trend

Dashboard / Charts to track CTQs

Change Management to get

familiar to changes & usability of re-

defined values

Which tools were used and why? 4.02 Tools Used Throughout Project

20

39

04. Action

for transformation

03. Formulate

strategy

02. Conduct

analysis

01. Evaluate

situation

Pugh Matrix

project that best met all key client

asks

Focus Groups, Surveys

key client asks & range of process

requirements

Gantt Chart

project tasks, status, resources

assigned, timelines, dependencies

SMART Goals

time-bound, measurable goals for the

CTQs

Data Collection Plan

Data collection by account, by role

with adequate no of sample


Appropriate definition of the metric to

drive

Sampling

appropriate sample (account)

selected

Report Sheet

The current performance of the

metric

Data Collection Template

Various attributes (tasks) by each

role

Probability Study

Feasible design of Role Integration

Graphical / Hypothesis Testing

statistical significance of CTQ

performance

Workshop

Inputs to Re-design Span Report /

Dashboard

Pilot Run

proof of concept of our design Cost Benefit Analysis

expected return

Stakeholder Review

To get the cadence on the review of

the CTQ

Dashboard / Charts

Tracking of the CTQ by Role, by

account

Change Management

means to convert detractors to

promoters

Information gathered from tools at various stages 4.03 Tools Output at Different Stages of Project

40

We have a strong Quality DNA & Innovation Culture 4.04 How Team Was Prepared to Use the Tools

Strong team supporting CRM & IV

clients:

– Industry SMEs

– Master Black Belts

– Black Belts

– Analytics Experts

– Automation Experts

– Change Management Experts

Optimizing processes & resources

through

– Waste elimination (Lean)

– Variability reduction (Six Sigma)

– E2E Design (Reengineering)

– Performance Management

– Continuous Improvement

Consistent high performance

– Ensure business-critical measures

meet and exceed client

requirements consistently

Value add to client process

– Understanding upstream and

down stream client processes and

suggesting value-add to clients

Standard optimized process

– Drive organizational alignment,

integrate silos

– Monitor and evaluate processes

are delivering as planned

Innovation & Quality DNA

Enhancement focusing on skills,

behavior and mindsets

– Leadership role modeling

– Alignment & communication

– Deep skill sets

– Execution Focus

In-house Training Programs

– Classroom Programs

– Online Self Paced Programs on

Concentrix University

Six Sigma Yellow Belt

Six Sigma Green Belt

Lean Thinking

Evolving Centers of Excellence

– Claim Processing

– Claim Auditing

– Renewals

– Lead Warming

Regularly conducting the

following activities across a large

client base

– Ideation campaigns

– Baselining & Benchmarking

– Maturity Assessments

– Cross-pollination and

standardization of best practices

across 7 competencies

Customer Focus People Focus Thought Leadership Global Team

21

41

Concentrix University: Our self-paced learning portal

4.04 How Team Was Prepared to Use the Tools

NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.

Lean Six Sigma Yellow Belt, Green Belt

and Black Belt courses are available on

Concentrix University …

Concentrix University is our

internal self-paced global learning

portal

All risks expected initially were successfully mitigated

42

4.05 Dealing with Project Risk & 4.06 Encountering and Handling Resistance as a Risk

Failure Modes and Effects Analysis

Item / Function

Potential

Failure Mode(s)

Potential

Effect(s) of

Failure SE

V

Potential

Cause(s) /

Mechanism(s)

of Failure OC

C

Current Design

Controls DE

T

RP

N

Mitigating

Actions New

SE

V

New

OC

C

New

DE

T

New

RP

N

Role Integration Impact on the

business

delivery

Less support

headcount and

Work expertise

9 Not calculative

time of utilization

& no cross-

upskilling

5 No insight on

overlapped work

& no cross-

skilling training

6 270 Identification of

Overlap work &

Cross-Skill

Training

9 1 1 9

Accounts

selection as a

Sample

Limited account

as not the right

re-presentation

of overall list of

account

Partial view of

overall account

9 Partial view

might lead to

inappropriate

T2T Ratios

3 Cannot be

detected before

deployment

phase

7 189 Account Selection

done basis two

factor

- Segmentation

- Prioritization out

of each segment

9 5 1 45

T2T Ratios

standardization

for two business

entity

No standard

approach for

T2T Ratios for

acquired

business entity

Unstructured or

uneven T2T

Ratios

9 During

acquisition of

the new

organization or

business entity

2 No plan 8 144 Devise the

benchmark ratios

basis running /

acquired business

entity T2T Ratios

9 2 2 36

NOT EXHAUSTIVE

22

43

Project Sponsor:

performed as an enabler in

the Change Management

Champion: governed it end

to end in periodic reviews

04. Action

for transformation

Mentor: helped in re-define

the integrated role

Champion: personally

championed re-defined T2T

Ratios / Span Ratios

Champion: partnered in

performance review &

monitor

03. Formulate

strategy

Mentor: helped review the

Time & Motion study data

and outcome

Project Account Lead:

helped in execution of Time

& Motion study pilot in

control environment

02. Conduct

analysis

Project Sponsor:

personally championed the

project In-scope & account

selection

Champion: partner with

project leader to get the

required approvals form

various accounts &business

stakeholder

Project Account Lead:

helped in identification of

task requirement from each

role

01. Evaluate

situation

Stakeholder involvement enriched our project 4.07 Stakeholder Involvement in Project

5. Project Walkthrough






and may be unlawful

5.01 Data-Driven Project Flow

5.02 Solution Validation

5.03 Solution Justification

5.04 Results

5.05 Maintaining the Gains

5.06 Project Communication

23

45

Usability of modified

SPAN Ratio Report

Review the post

performance of the metric

Full scale implementation

Establish MIS, controls &

BAU governance

04. Action

for transformation

Modification in SPAN

Ratio Report

Study the analysis & pilot

results

Study the probability of


based on re-defined task

requirements

Re-define the T2T Ratios

– Based on feasibility

study

Review the post

performance & Monitor

03. Formulate

strategy

Study & Analysis the

SPAN Ratio Report

Study the Tasks

requirements for each

role

Design and Plan the Time

& Motion Study

Time & Motion Study

Pilot in control

environment for sampled

account

Identification of special

cause for any variation (if

any)

02. Conduct

analysis

Project Phase & Scope

Project Metric &


Team Formation &

Communication

Account / LoB

segmentation*

Study the Actual Ratio

Study the Task

requirements of each

position

01. Evaluate

situation

Walkthrough – Recap Methodological Approach 5.01 Data-Driven Project Flow

*Business complexity based on - Complexity (defined by GDPL); Competency & Offering; Transaction Type & Transaction Complexity

46

04. Action

for transformation

03. Formulate

strategy

02. Conduct

analysis

01. Evaluate

situation

Pugh Matrix

project that best met all key client

asks

Focus Groups, Surveys

key Stakeholder asks & range of

process requirements

Gantt Chart

project tasks, status, resources

assigned, timelines, dependencies

SMART Goals

time-bound, measurable goals for the

CTQs


Data collection by account, by role

with adequate no of sample


Appropriate definition of the metric to

drive

Sampling


selected

Report Sheet


metric


Various attributes (tasks) by each

role

Probability Study

Feasible design of Role Integration

Graphical / Hypothesis Testing

statistical significance of CTQ

performance

Workshop

Inputs to Re-design Span Report /

Dashboard

Pilot Run

proof of concept of our design Cost Benefit Analysis

expected return

Stakeholder Review

To get the cadence on the review of

the CTQ

Dashboard / Charts

Tracking of the CTQ by Role, by

account

Change Management

means to convert detractors to

promoters

Walkthrough – Recap of tools used and data output 5.01 Data-Driven Project Flow

24

Stakeholders VoC & VoC Analysis

47


01. Evaluate

situation Focus Groups, Surveys:

Key Stakeholder asks &

range of process

requirements

The business need of the be

mapped with the current

state & future readiness

Focus group discussion with key

stakeholders to capture their VoC

and convert it to the business

need


Pugh Matrix

project that best met all key

client asks

Sampling


selected


appropriate definition of the

metric to drive

Gantt Chart

project tasks, status,

resources assigned,

timelines, dependencies

VoC to CTQ

48


01. Evaluate

situation

Pugh Matrix


client asks

Sampling


selected



metric to drive

Gantt Chart


resources assigned,


Focus Groups, Surveys:


range of process

requirements

The derived CTQ form the VoC & the

success of the CTQ achievement

lead to achieve organization goal

Build on Strategy

Meet outcome to

evaluate the

identified business

need from the VoC


25

Project Prioritization

49


01. Evaluate

situation

Sampling


selected



metric to drive

Gantt Chart


resources assigned,


Pugh Matrix


asks



range of process

requirements

Pugh Matrix helped finalize ―Support Structure Reengineering‖ as the project was meeting all

the criteria & Ranked 1 for project priority selection.

Project selection happens basis the rank. ―Project3‖ and ―Support Structure Reengineering‖

has prioritized and both project picked up for execution.

Project In-scope

50


01. Evaluate

situation

Pugh Matrix


asks



metric to drive

Gantt Chart


resources assigned,


Sampling


selected



range of process

requirements

Total 150 accounts are

in-scope, however the

study on 150 account

can’t be done. So right

sample of the accounts

basis the segmentation

of the businesses basis

unique characteristics of

business.


26

Understand the CTQ / Metric

51


01. Evaluate

situation

Pugh Matrix


asks

Sampling


selected

Gantt Chart


resources assigned,



Appropriate definition of the

metric to drive


key Stakeholder asks & range

of process requirements

Span Ratio Definition – Required number of the Support Staff (Manager & Front Line Manager) on overall headcount of agents

Project

Metric &

breakup

Span Ratio / T2T

Ratio

(Project Metric)

Optimum Ratios at two

level based on complexity

of transaction/business

Optimum Ratio (Agent to Support

Structure)

• Required number of Frontline Supervisors

and Managers on the overall headcount of

agents

Formula

Operational

Definition

T2T% / Span Ratio =

Total number of Agents (LoB / Account)

Total number of Supervisors + Managers

(LoB/Account)

=

T2T %

Project Plan

52


01. Evaluate

situation

Pugh Matrix


asks

Sampling


selected


Appropriate definition of the

metric to drive

Gantt Chart


resources assigned,



key Stakeholder asks & range

of process requirements

The project team created

a plan to initiate a

transformational design

effort

Gantt Chart A High-Level project plan to have better governance on the project


27

Analysis Overview

53


02. Conduct

Analysis Analysis Overview


metric

Analysis Overview

Current Span Report –

Report Complexity Study

Excess Support

Headcount Analysis basis

the benchmark for each

Segment

Conducting Time &

Motion Study and

Analysis the input data

Study the As Is Span

report, review the positions

& suggested to make the

Role base report

Analysis the current T@T

ratios at account, function

level & compare it with

Benchmark and target to

optimize (by segment)

Conducting Time & Motion

Study and Analysis the

input data and design the

probability of Role

Integration. Conduct the

Pilot too.

We have seen the

reduction trend on the

Excess headcount month

on month compare to

baseline months

The results indicated the

reduction on excess

headcount at function

level & account level for

the low performing

business entity

Pilot result review & role

integration done post the

job / tasks education &

calibration.

Have observe M-on-M

reduction in T2T%

Wh

at

Ho

w

Ou

tco

me

Current Span Report – Report Complexity Study

54


02. Conduct

Analysis Report Sheet

The current performance of

the metric


Various attributes (tasks) by

each role


Data collection by account, by

role with adequate no of

sample

• SPAN Report summarized the variation of headcount (against the Contract Ratio / Benchmark Ratio)

• At India Level / Competency / Location / Account Level

• By summing up each role under unique function

• However, Headcount variation at role level / similar role level to be reviewed to map the ground reality of cross-utilizing ―SME vs Team Lead‖ or ―Process Trainer vs QA‖ (based on business need)

• Any excess headcount gets approved DPEs

SME utilized

to work as TL

or Vise-n-

versa

QA utilized to work as

Process Trainer

during ramp period

Profiles / Roles for

business/data analytics etc.

– Multiple Roles for WFM

function

Takeaway

• Let’s review the excess & deficit headcount at similar role by account (at

unique location)

• Additional summary view to be added in SPAN Report

28

Current Span Report – Report Complexity Study

55


02. Conduct



the metric



each role




sample

The current Span Dashboard, reports

out the excess & deficit of the support

structure by designation and sum-up

to overall.

Takeaway

• The dashboard doesn’t summarize the excess /

deficit of the support headcount basis the utilization of

SME vs TL and QA vs Trainer


As on Baseline Month - An illustration of one business entity / account

56


02. Conduct

Analysis

Report Sheet


the metric



each role




sample

Takeaway

• T2T to optimized overall & at function level

• Function wise H/C Reduction had been reviewed

• Excess headcount & list of headcount shared with

respective function

Concentrix Entity / Account (India)

Baseline Months

Total Headcount - 5257

Agent Headcount -

4283

Support Headcount –

974* Baseline Months

4283 Agents 974* Support

Staff T2T – 23%

Benchmark

■■■■■ Agents

■■■■** Support Staff

Support Ratio – ~16%

Data Source & Period – PSHR (Baseline Months) & Benchmark File

* Baseline Month Headcount post Excluded Global Resources

An Illustration of one business entity or account, on how the baseline has

been taken

** Benchmark File post Excluded Global Resources

29

Excess Headcount Calculation

57


02. Conduct



the metric



each role




sample

Calculation Method for excess headcount basis benchmark Ratio

Benchmark

Function Ratio

(T2T Ratio) i

Agent

Headcount (Baseline Month)

Required

Headcount @ Each

Function

(as per Services Ratios) Excess

Headcount @

Function

Level

i

Support Function

Headcount (Baseline Month)

~

Headcount Analysis – Function Level – As on Baseline Month

58


02. Conduct



the metric



each role




sample

Excess Headcount

calculation to be done

by account & by

function & allocated

headcount of

centralized functions


30

Data Collection Template – How to collect the data

59


02. Conduct

Analysis



each role




sample


Report Sheet


the metric

21-Aug

22-Aug

23-Aug

24-Aug

25-Aug

26-Aug

27-Aug

28-Aug

29-Aug

30-Aug

31-Aug

TL3

Time Taken (in m

ins)

Employee ID

Employee Name

Location

Biz Vertical

Account

LoB

Function

Role

->

what all activities

a TeamLeader

does to support

business/agent

further bifurcation of

the activity (if

applicable)

brief about the objective (one

liner)

which all tools

have been

used to

perform the

task

in which

tool/applicatio

n - the output

submitted

what is the

frequency of the

task

S.N

.Activity Name Sub-activity

Objective of the Activity / Sub-

activity

Tool Used -

Inputs

Output in

what tool

Frequency

(Daily, Weekly,

Fortnightly, Monthly

/ Adhoc)

Headers & Fields to be

captured

Date

of

the S

am

ple

colle

cte

d

& V

alu

e b

y d

ate

& a

ctivity Data Collectors

Demographics

Each profile / designation considered to be unique from

task requirement standpoint, hence have created unique

Data Collection Template for each designation.

Project Team Calibration

60


02. Conduct

Analysis




sample



each role

Report Sheet


the metric


Introduction to Time &

Motion Sheet

Each Account Project

Lead got introduce &

calibrated to T&M sheet

1

Selection of Data

Collectors

Identified & Selected Data

collectors for Time &

Motion study

Calibration on Data

Collection

Calibrate Data Collectors

on T&M Sheet and

DipCheck on initial

collected data

2

Monitor the Plan

Monitor the Data

Collection Plan on a

weekly basis

Completion Review

Conclusion Review the

Data Collection Plan with

Project Account Lead

3

31

A Mailer to Nominated Project Account Lead

61


02. Conduct

Analysis




sample



each role

Report Sheet


the metric


Steps for baseline work

Step #1 – Need to standardized the activities name / tasks for each frontline supervisor in Data Collection

Sheet (assume 80% of activities will be standardized for remained 20% activities will keep free text)

Step #2 – All frontline supervisor should capture the time taken (in minutes) date by date for a month (this

will take approx. 5-10 mins every day – to key the time utilized for standard activities & adding adhoc activity

as free text)

Step #3 – Function Manager will share the capture data files to ―baseline work SPOC‖ weekly.

Step #4 – Brainstorming with team to categorizes the activities for automation / semi-automation

Step #5 – Solution identification, Pilot & solution implementation (after baseline work)

Nominated as a SPOC/lead for an optimization project and <Account Name> is one of the in-scope account

for this project. Try to give you a quick background in trail lines and would like to connect on this to get

calibrated.

In continuation to Concentrix improvement journey to ensure high efficiencies – team has initiated a baseline

work, in which will capture all tasks executed by frontline supervisors (SME, TL, QA, Process Trainers, VnA

Trainers) and it got executed with the help of what all tools. Also, will capture the time utilized to do tasks.

With the help of tools used & time utilized - will evaluate the probability of automating the task for frontline

supervisors. Will also do a benchmark study on SPAN ratios.

Sample of Data collection sheet

Coverage Check on Data Collection Calibration

62


02. Conduct

Analysis




sample



each role

Report Sheet


the metric


Data Collection Plan to capture the information on standardized task by each designation

Contract Industry Vertical Offering Area Initial

Discussion

Task

Standardized

Data Capture

TL SME QA Trainer

RE Acc1 Retail & e-

commerce CRM

Customer

Care Done Done Done Done Done Done

H Acc4 Healthcare IV Healthcare Done Done Done Done Done Done

T Acc2 Technology CRM T&PS Done Done Done Done Done Done

H Acc7 Healthcare IV Healthcare Done Done Done Done Done Done

MC Acc2

Media

Communicat

ions

CRM Customer


CE Acc1 Consumer

Electronics CRM

Customer


CE Acc3 Consumer

Electronics CRM T&PS Done Done Done Done Done Done

T Acc3 Technology CRM T&PS Done Done Done Done Done Done

32

A Mailer to Nominated Project Account Lead

63


02. Conduct

Analysis




sample



each role

Report Sheet


the metric


Sample for collected data on

Timesheet post Time & motion study

Support Headcount Access / Deficit basis Role

64


03. Formulate

strategy Workshop

Inputs to Re-design Span

Report / Dashboard

NET of at Each Role

Account

SME +

TL

(Excess)

QA +

Process

Trainer

(Excess)

Q-TL

(Excess)

V&A

Trainer

(Excess)

SME+TL

(Deficit)

QA +

Process

Trainer

(Deficit)

Q-TL

(Deficit)

V&A

Trainer

(Deficit)

Total

Excess

(Role

based)

Total

Deficit

(Role

based)

SME+

TL

QA +

Proces

s

Trainer

Q-TL

V&A

Train

er

Total

Account1 14 1 1 0 0 0 0 -8 16 -8 14 1 1 16

Account2 2 5 1 1 -1 0 0 -1 9 -2 1 5 0 7

Account3 6 0 0 0 0 0 0 -5 7 -5 6 0 0 7

Account4 4 1 1 0 0 0 0 -1 6 -1 4 1 1 6

Account5 0 5 1 0 0 0 0 0 6 -1 5 1 6

Account6 2 0 3 0 0 -3 0 0 5 -3 2 3 5

Total 61 40 17 2 -■■ -■ -■ -■■ 121 -■■ 52 33 16 0 101

The workshop conducted between Cost & Engineering Team and

Project Lead / MBB to modify the Span Dashboard.

Inputs has been accepted and the Global Span Dashboard modified.

Post calculation of headcount excess / deficit by Role – The excess

headcount and deficit shows the appropriate Net of at each role

33

Modified Global Span Dashboard

65


03. Formulate

strategy Workshop


Report / Dashboard

The workshop conducted the

modified Global Span Dashboard.

Role based Support Headcount

added

Impact by Role Base Reporting

66


03. Formulate

strategy Workshop


Report / Dashboard

The excess headcount at Role base has been part of periodic review &

resulted into reduction of excess support headcount at role level

Category Baseline Months M1 M2

Saved

H/C in M1

on

Baseline

Saved

H/C in

M2 on

Baseline

Net Excess of Headcount by Role

(Overall) ■■■ ■■■ ■■■ ■■■ ■■■ ■■ ■■

Net Excess of Headcount by Role (Not

Approved) ■■■ ■■■ ■■■ ■■■ ■■■ ■■ ■■

Net Excess of Headcount by Role (Not

Approved nor copied) ■■■ ■■■ ■■■ ■■■ ■■■ ■■ ■

We have seen the reduction trend on the

Excess headcount month on month compare

to baseline months

NOTE: Support Headcount numbers have been masked

34

Headcount Analysis – Function Level – As on Improved Month

67


03. Formulate

strategy

Graphical / Hypothesis

Testing statistical significance

of CTQ performance


In parallel to correction in Global Span

Dashboard by Role base, the other

action was on the calculating the excess

headcount of an entity / business at

function level.

The results indicated the reduction on

excess headcount at function level, the

reasons for ―No Action‖ were business

operating reasons (multi-location, multi-

shift operation etc).

Post Action – Improved Month An illustration of one business entity / account

68


03. Formulate

strategy

Graphical / Hypothesis

Testing statistical significance

of CTQ performance

Concentrix Entity / Account (India)

As on Improved

Month

Total Headcount - 5292

Agent Headcount -

4566

Support Headcount –

725 ̂

Improved Month

4566 Agents 725 ̂Support

Staff T2T – 16%

Baseline Months

4283 Agents 974* Support

Staff T2T – 23%

Benchmark

■■■■■ Agents

■■■■** Support Staff

Support Ratio – ~16%

Data Source & Period – PSHR (Baseline Months) & Benchmark File

* Baseline Month Headcount post Excluded Global Resources

An Illustration of one business entity or account, on how the improvement

moved from baseline to Improved month

** Benchmark File post Excluded Global Resources

^ Improved Month Headcount post Excluded Global Resources

35

Role Integration Strategy

69


03. Formulate

strategy

Probability Study

Feasible design of Role

Integration

SME Role Team Lead

Role

Front-Line Supervisor

Role Integrated

1 : 50

SME : Agent

1 : 25

TL : Agent

1 : 20

FLS : Agent

In

-sc

op

e R

ole

s f

or

Inte

gra

tio

n

QA Role

Process

Trainer

Role

Knowledge Coach

(T&TQ Supervisor) Role Integrated

1 : 50

QA : Agent

1 : 100

Trainer : Agent

1 : 40

KC : Agent

Illustration

(click)

Similar roles to be reviewed by each task attributes

Overlapped task attributes to be clubbed together under re-designed combined role (based on similar task attributes

Need to re-define the SPANs based on task attributes, their frequency & time taken

Ste

ps

Role Integration Illustration – 1

70


SME Role’s Task Attributes

• Real-time floor support to

agent – related product /

process

• Feedback to Agent on product

& process

• Transaction Audit &

Feedback to Agent

• New update dissemination on

ground

Team Lead Role’s Task

Attributes

• Team Performance for SLAs &

SLOs

• Audit, Feedback &

Coaching

• RCAs on Escalations

• Frontend for Hiring Agent

• Product & Process

Dissemination

Front-Line Supervisor (FLS)

• Team Performance for SLAs & SLOs

• Real-time floor support related to

product & process

• Audit, Feedback & Coaching on

Product & Process

• New Product / Process Update

Dissemination

• RCA on Escalations

• Frontend for Hiring

Integrated

1 : 50

SME : Agent

1 : 25

Team Leader :

Agent 1 : 20

Front-Line Supervisor : Agent

As Is Support Integrated Support

Header # Value Header # Value

Agent Count 35000 Agent Count 35000

No of SME (1:50) 700 No of FLS (1:20) 1750

No of TL (1:25) 1400

Total Supervisors Needed 2100 Total Supervisors Needed 1750

Illu

str

ati

on

Ben

efi

ts • Save on 350 Supervisor Headcount on 35K

Agents

• Integrated Role with end to end responsibilities of performance improvement

• Better one-o-one connect with supervisor

Illustration for SME & TL Role integration

36

Role Integration Illustration – 2

71


QA Role’s Task Attributes

• Calibrations

• Audit, Feedback & Coaching

• Daily Hurdles on New Update

• Floor Support (as & when needed)

• Refresher (as & when needed)

• RCA Audits

Trainer Role’s Task Attributes

• New Hire Training

• Audit & Feedback

• New update training &

dissemination

• Support Floor Walk

• Refresher Training

Knowledge Coach (T&Q Supervisor)

• New Hire Training*

• New Update Coaching &

Dissemination

• Audit, Feedback & Coaching /

Refresher Training

•

Integrated

Illu

str

ati

on

- 2

As Is Support Integrated Support

Header # Value Header # Value

Agent Count 35000 Agent Count 35000

No of QAs (1:50) 700 No of T&TQ Coach (1:40) 875

No of Trainers (1:100) 350

Total T&TQ Supervisors

Needed 1050

Total T&TQ Supervisors

Needed 875

1 : 50

QA : Agent

1 : 100

Trainer : Agent

1 : 40

T&TQ Supervisor : Agent

Ben

efi

ts • Save on 175 T&TQ Supervisor Headcount on 35K Agents

• Integrated Role with end to end responsibilities of Knowledge Enhancement

• Better one-o-one connect with Knowledge coach

Illustration for QA & Process Trainer Role integration

Study of Time & Motion Data – TL vs SME Sample1

72


03. Formulate

strategy

Pilot Run & Study of Time &

Motion Data

proof of concept of our design

Ratios Optimization Team Leader SME

(Value) Remarks (Value) Remarks Agent Count 16 32 Front Line Supervisors 1 1 Current Ratios 16:1 32:1

Per Agent Time 10 5

Time Saved (by Overlap removal) 20 Overlap work will

get assigned to SME -

Overlap work will get assigned to SME

Case 1 - Support to More Agent (against the time saved) 2.0 -

Time Saved (by Overlap removal + Automations) 27 Automation of

Break Allotments 19

Automation of Case Scrub Report

Case 2 - Support to More Agent (against the time saved) 2.7 4 Time Saved (by Overlap removal + Automations + Centralized or automated RTA/Work Allocation)

44 37

Case 3- Support to More agent (against the time saved) 4.4 7

Optimized Ratio - Case 1 18:1 32:1 Optimized Ratio - Case 2 19:1 36:1 Optimized Ratio - Case 3 20:1 39:1

37

Study of Time & Motion Data – TL vs. SME Sample2

73


03. Formulate

strategy

Pilot Run & Study of Time &

Motion Data

proof of concept of our design

Ratios Optimization

Team Leader SME

(Value) Remarks (Value) Remarks

Agent Count 22 40

Front Line Supervisors 1 1

Current Ratios 22:1 40:1

Per Agent Time 7 4

Time Saved (by Overlap removal) 40 Overlap work will get assign to SME

- Overlap work will get assign to SME

Case 1 - Support to More Agent (against the time saved)

5.6 -

Time Saved (by Overlap removal + Automations) 52 Automation of Break Allotments

8 Automation of Case Scrub Report

Case 2 - Support to More Agent (against the time saved)

7.2 2

Optimized Ratio - Case 1 28:1 40:1

Optimized Ratio - Case 2 29:1 42:1

Action for Transformation

74


04. Action

for transformation Dashboard / Charts

Tracking of the CTQ by Role,

by account

Cost Benefit Analysis

Expected return

Stakeholder Review

To get the cadence on the

review of the CTQ

Change Management

Means to convert detractors

to promoters

The Dashboard got modified as

Global Span Dashboard.

Role based Support Headcount

added

38

Action for Transformation

75


04. Action

for transformation

Cost Benefit Analysis

expected return

Dashboard / Charts

Tracking of the CTQ by Role,

by account

Stakeholder Review

To get the cadence on the

review of the CTQ

Change Management

means to convert detractors

to promoters


Headers

Post Performance - 2018 Q2'18 Q3'18

Mar'18 Apr'18 May'18 Jun'18 Jul'18 Aug'18

Cost / Overall Headcount (in $) $ ■■■ $ ■■■ $ ■■■ $ ■■■ $ ■■■ $ ■■■

$ impact / overall headcount $ ■ $ ■ $ ■■ $ ■■ $ ■■ $ ■■

Overall $ impact $ ■■,■■■ $ ■,■■■ $ ■■,■■■ $ ■■,■■■ $ ■■,■■■ $ ■■,■■■

Overall $ impact (Q-on-Q) $ ■■,■■■ $ ■■■,■■■

Project Gain

76

5.04 Results & 5.05 Maintaining the Gains

T2T% has reduced by 0.8% for

entire CNX (Both Business

Entities)

T2T% has reduced by 0.6% for

entire CNX Daksh Business Entity

T2T% has reduced by 2.4% for entire

CNX Services Business Entity

39

77

5.06 Project Communication

Project & Benefit Communication

Headers

Post Performance - 2018 Q2'18 Q3'18

Mar'18 Apr'18 May'18 Jun'18 Jul'18 Aug'18

Cost / Overall Headcount (in $) $ ■■■ $ ■■■ $ ■■■ $ ■■■ $ ■■■ $ ■■■

$ impact / overall headcount $ ■ $ ■ $ ■■ $ ■■ $ ■■ $ ■■

Overall $ impact $ ■■,■■■ $ ■,■■■ $ ■■,■■■ $ ■■,■■■ $ ■■,■■■ $ ■■,■■■

Overall $ impact (Q-on-Q) $ ■■,■■■ $ ■■■,■■■


Concentrix India

Thank you!

78

Delivery Excellence Team

support structure reengineering - asq · 2019-09-23 · 1 support structure reengineering –...

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