A Roadmap to Improving a BPO Program
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Transcript of A Roadmap to Improving a BPO Program
A ROADMAP TO IMPROVING A BPO PROGRAMA MindGears Consulting Insight Engagement
towards Operational Excellence (OPEX)
Teki Abary RepaldaSenior Consulting Partner & Six Sigma Master Black Beltwww.mindgearsconsulting.com
M I N D G E A R S C O N S U LT I N Ginsight-driven solutions. creative learning.
a mindgears consulting insight prospectus © 2014
DISCUSSION POINTS
2
approach
initial roadmap
setting objectives
next steps
What is our high level engagement process? What are our proposed
focus areas? What is the high level timeline for the engagement? What level of tailoring should be done to
create detailed project plans?
What happens post this discussion? What resources are needed for traction? What agreements are we finalizing?
HIGH LEVEL ROADMAP, MILESTONES & FOCUS AREAS NEXT STEPS + RESOURCES
What are our primary goals? How will we measure success? What is our accountability measure? How do we structure / interface roles?
ENGAGEMENT GOALS & SCORECARD
What is our overall treatment for engagement? What are our
deployment considerations?
OPEX ENGAGEMENT APPROACH
a mindgears consulting insight prospectus © 2014
OPEX ENGAGEMENT APPROACH
3
07
05“MANAGE TO THE ONE”Focus on Top 5 Leading Indicators, not lagging indicators. Prioritize effectiveness measures before efficiencies
06STRUCTURED COMMUNICATIONSBuild clarity on roles, leader visibility, meeting minders, synergy meetings, client interface, team messaging
08DRIVE PURPOSEFUL GOVERNANCECreate leader-level accountabilities, monitor progress reporting & compliance to recovery / turn-around goals, escalate swiftly, use visual management, enable R&R purposefully.
ENABLE LONG TERM CAPABILITYMindful of enabling meaningful development support capabilities for frontline leaders. Provision for growth foresight when deploying initiatives
03
01NO NEED TO REINVENT WHEEL
Existing action plans & initiatives are assessed for effectiveness & execution
before we create new ones
02INVEST IN QUICK WINS FIRST
Acting upon low hanging fruit issues creates a momentum for success. Bias
towards team-level execution.
04LEVERAGE BEST PRACTICES
Employ best methods within the account’s programs, replicate work practice of high
performers & emergent ideas
INTEGRATE ORG INTELLIGENCEUtilize existing program reports, WFM Intelligence, QA & HR to gauge current Service Delivery performance climate
a mindgears consulting insight prospectus © 2014
THE ENGAGEMENT OBJECTIVES
4
ENABLE SERVICE DELIVERY PERFORMANCEthrough structured OPEX-SD collaboration, short-term & long term capability
assessments, providing operational insight & linking performance to process initiatives
PROVIDE ACCOUNT-LEVEL INTELLIGENCEby spearheading analytics through program scorecard integration with
existing governance, risk assessments, WFM & BI reporting, as well as HR & QA info - enabling intelligent discovery, foresight and predictive analysis
SPEARHEAD INTERVENTION PROJECTSby leading & managing improvement projects within the account &
ensuring sustainability of deployed initiatives, turn around times and account recovery goals with overall business growth impact
DRIVE OVERALL OPEX ACCOUNT GOVERNANCEBy setting OPEX engagement objectives tailored to the account,
roadmap design, monitoring deployment, progress & accountabilities, deploying communication interfaces
OPEX Governance MetricsOPEX Deployment Metrics
Org Analytics
SD Scorecard + Financials
1
2
3
4
a mindgears consulting insight prospectus © 2014
OPEX SCORECARD & ENGAGEMENT MEASURES
5
Based on compliance to goalMetric weights aligned to business measures
85%
35%
20%
15%
Determined from % completion & timelinessImprovement rate from declared glide pathOPEX Satisfaction Index
Determined from goals of project chartersDetermined from % completion & timelinessControl Charts vs. Service Delivery Metrics
CUIKA measuresQuality of Data CollectionConsistency of ReportingPreventive Usefulness
30%
Acceptable Minimum Threshold
SD SCORECARD + FINANCIALS
OPEX GOVERNANCE METRICS
OPEX DEPLOYMENT METRICS
OPEX ANALYTICS
See appendix for summary screenshot of OPEX Engagement
Scorecard (Excel 2013)
a mindgears consulting insight prospectus © 2014
PROPOSED FOCUS AREAS
6
Using a Customer Service Account as an Example
Priority Account 1
PROGRAM-LEVEL MANAGE TO THE ONE PERFORMANCE GROUPS LEADER CAPABILITIES
PROCESS CAPABILITIES
Priority Account 2
Priority Account 3
Priority Account 4
NPS / CSAT / CES
First Contact Resolution
Quality (Critical + Non-Critical)
Average Handle Time
SLA related indicators
Mid-Performers Analysis
High Performer Consistency + Best Practice
Low Performer Recovery
Supervisor ToolKit + Playbook
Coaching Support Effectiveness
Manager Effectiveness
Support Performance
Learning Process Quality Detection & Analysis WFM Real Time Support Team Structuring
a mindgears consulting insight prospectus © 2014
OPEX DEPLOYMENT MODEL: RESULTS BASED APPROACH
7
Account Fast Facts Profile Account RACI Model KPI Mapping Initiatives Mapping Data Collection Plan Focused Issues List
OPEX Engagement Charter OPEX Recovery Team Communication Pan Governance Calendar + Practice Quick Wins Project Plan Focused Area Timelines OPEX Scorecard + Progress
SD Performance Analysis Support Functional Analysis Common Root Cause Analysis Program Root Cause Analysis Refined Initiatives + Action Plans Leader Capability Support
Quick Wins Deployment Comm Events Visual Management Launch / Relaunch Priority
initiatives Governance practice Rewards + Recognition
Glide Path Scaling BAU Transitioning of
Initiatives Deploy Mid-Term Initiatives Best Practice Sharing Next Wave OPEX Deployment
Governance Meetings Leader Accountability Report SD Performance Progress Overall Engagement Report Escalations Management Risk Heat Map
15 days 15 days 55 days 6 months 6 months after first 90 days
a mindgears consulting insight prospectus © 2014
INITIAL DEPLOYMENT ROADMAP : SCOPING
8
7 Business Days
Know Account Structure Collect Account Scorecard Gather Table F (or equivalent) Access WFM/BI Reports Study Current / Past Audit Findings Understand WBR / QBR
Commitments Analyse Initial Performance Findings
Build Fast Facts Profile Map KPI Tree (Leading vs Lagging Indicators) Map Current & Planned Initiatives Create Data Collection Plan Create Issues + Constraints List Design Quick Wins Priority List Consult with Account Leaders for Alignment
INTERFACE WITH ACCOUNT STAKEHOLDERS
Role Introduction to Account Leaders
Targeted Orientation with Account Leaders
Interview Account Support Leaders Perform Stakeholder Analysis Build RACI Chart Align Focus Areas + Priorities
CONSOLIDATE INFO & INITIAL FINDINGSGATHER INFO & RESOURCES
3 Business Days 5 Business Days
a mindgears consulting insight prospectus © 2014
INITIAL DEPLOYMENT ROADMAP : CHARTERING
9
5 Business Days
Build / Select OPEX Account Team Determine Access to Resources &
Logistics Assess Known Gaps in Resources Identify Initial Risks Determine Account Calendar
Seek Alignment from Account Leaders Consult Support Leaders Generate Buy In from Executive Stakeholders Confirm Approval from OPEX Leaders Communicate Charter Build Visual Management Support Launch Charter Deploy Quick Wins + Continue with Select Initiatives
DESIGN THE CHARTER
Design Initial Project Charter Create Communication Plan Design Governance Plan Plot Governance Calendar Detail Quick Wins Project Plan Create Detailed Engagement Plan Design Progress Reporting Templates
FINALIZE THE CHARTERSTRUCTURE RESOURCES
3 Business Days 7 Business Days
a mindgears consulting insight prospectus © 2014
INITIAL DEPLOYMENT ROADMAP : ENGAGING
10
10 Business Days
Segment Priority Metrics by Performance Group: High Performers Mid Performers Low Performers
Construct Performance Quadrant: Effectiveness vs. Efficiency Consistency
Perform Regression Tests to determine impact factors
Perform Root Cause Analysis Determine Common Root Causes Determine Specific Root Causes Measure Root Cause Impact via Fault Tree
Analysis + FMEA Form Potential Solutions Create Glide Path per Initiative Link Initiatives / Action Plans to R&R
campaigns Seek Alignment + Approvals
FUNCTIONAL ANALYSIS
Evaluate impact of the following: Coaching Frequency Quality of Coaching Learning Curve / Improvement Use of Supervisor ToolKit TL Tenure Distribution SME Support Manager Accountability QA & Training Insight Support WFM RTA Support
SOLUTIONS FORMING & VALIDATIONSD PERFORMANCE ANALYSIS
5 Business Days (concurrent) 10 Business Days
a mindgears consulting insight prospectus © 2014
INITIAL DEPLOYMENT ROADMAP : ENGAGING + DEPLOYING
11
10 Business Days
Determine if current initiatives are targeting right performance groups using the right indicators addressing the right root cause effectively progressing has built-in governance mechanism
Refine initiatives + action plans where necessary, or create new initiative plan
Determine initiative resourcing
Seek Alignment + Approval of Initiatives Publish Initiatives + Action Plans Roadshow Priority Initiatives Communicate Governance Mechanics Deploy Visual Management Calendar R&R events + campaigns Launch / Re-launch Initiatives
REFINE CAPABILITY SUPPORT*
Create TL Prestige Club for sharing of best practices among frontline leaders
Create TL-SME Learning Centers to build accounting competence in resolving customer issues
Review RTA mechanics & provision for SBR lite routing depending on agent skill
Enhance QA Reporting insight to TL & Account level decision making
DEPLOY INITIATIVESREFINE INITIATIVES MAP
20 Business Days 56th day to 6th month period* dependent on business needs
a mindgears consulting insight prospectus © 2014
OPEX GOVERNANCE MODEL
12
OPEX ENGAGEMENT GOVERNANCE
OPERATIONAL GOVERNANCE SUPPORT GOVERNANCE
STAKEHOLDER GOVERNANCELeader Visibility on IssuesRolled Up Leader Accountability ReportLeader Access on Escalations
Championing Synergy MeetingsOPEX Monthly Initiative Reviews
Overall Recovery Progress ReportTable F Management
Periodic Engagement AuditsRisk Management, FMEA + Heat Map
Weekly Performance DashboardJoint Calibration
Team Leader Effectiveness ReportManager Effectiveness Report
Glide Path Control (Action Plans)
Functional Effectiveness ReviewsTeam Leader Effectiveness ReportManager Effectiveness ReportGlide Path Control (Action Plans)
a mindgears consulting insight prospectus © 2014
OPEX ENGAGEMENT: IMMEDIATE NEXT STEPS
13
1
2
3
4
5
6
Talk about how best to tailor roadmap
+ Go/No-Go Handshakes
Draw Up Initial Agreements &
Review Mechanism
Consulting Requirements Preparation
+ 3 OPEX Help Resources*Start OPEX Engagement
Finalize Detailed Charters
& Timelines
Undergo review / closure
/ hand-off after 6-months
• OPEX Account Team to consist of:• 1 Project Leader
1 Project Assisting Manager 1 Data & Metrics Advocate
1 Initiatives Advocate We at MindGears can help assist in deploying
this engagement with you. Let’s have a
discussion on how best we can support you.
Email us at:[email protected]@mindgearsconsulting.com
FIND OUT HOW YOU CAN BEST DEPLOY THIS
A ROADMAP TO IMPROVING BPO PROGRAMSA MindGears Consulting Insight Engagement
towards Operational Excellence (OPEX)
a mindgears consulting insight prospectus © 2014
PROPOSED OPEX ENGAGEMENT SCORECARD
15
OPEX Engagement Scorecard | Account Name : <xxxx>
Metric Type R Week Week 1 Week 2 Week 3 Week 4 This Month Base Month Last Month R QTR Goal
SD + Financials 30% 27% 20% 21% 23% 25% 27% 15% 20% - 85%
OPEX Governance 35% 25% 14% 17% 20% 22% 25% 14% 14% - 85%
OPEX Deployment 20% 17% 15% 15% 16% 17% 17% 15% 15% - 85%
OPEX Analytics 15% 12% 8% 9% 11% 12% 12% 8% 8% - 85%Goal 85% 85% 85% 85%
Totals 185% 81% 57% 62% 70% 76% 81% 52% 57%
Metric Weight
SummaryService Delivery +
Financials OPEX Governance OPEX Deployment OPEX Analytics
27%
20%
25%
14%
17%
15%
12%
8%
85%
85%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
This Month
Last Month
What is our OPEX Engagement Scorecard Progress?
SD + Financials OPEX Governance OPEX Deployment OPEX Analytics Goal
Our OPEX Engagement Scorecard rating has improved by 24% since we started the OPEX Engagement. As the majority of our initiatives and action plans have been deployed in Week 3, we've seen significant improvement on across the board. Impact to SD & Financials are a testament that action plans are positively affecting the business.
Note that the race to 85% is still elusive by 4%. As the initiatives become BAU, we are forecasting to fully reach our scorecard goals by the 3rd month.
NOTES ON OUR ENGAGEMENT PROGRESS