Green Belt Project Template
Click here to load reader
-
Upload
diganta-debabhuti -
Category
Documents
-
view
209 -
download
10
Transcript of Green Belt Project Template
1
Lean Six Sigma Green Belt Project
Project Title : Reduction in Transfer %age
Project No: xxxx.xxx.xxxxx
Project Version :…………..
Project leader: Shuchika Vinayak
2
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
Approved Project Charter Project Milestones (Gantt Chart) Approved CBA Sheet Communication Plan (ARMI) GRPI COPIS
As is Process Map (Detailed) Voice of Customer VOC to CTQ Project CTQ Tree Quick Wins KANO Model (Optional)
ROAD MAP – DEFINE
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
3
APPROVED PROJECT CHARTER
Providing one contact resolution is a key to providing excellent customer service. We need to minimize the reasons for transferring the calls to other departments and try dealing with the call at FPOC. Noida site has not been meeting the target for last 2 quarters which is leading to cost to the company and customer dis - satisfaction. If this is not addressed it may lead to loss of BT customers and revenue loss for HCL.
Site not meeting the transfer target for last 4 monthsMonth Target Actual
Oct 7.20% 10.51%Nov 7.20% 9.54%Dec 9.00% 10.50%Jan 8.77% 10.28%
Define (Transfer)
Problem Statement
Project Charter
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
4
APPROVED CBA SHEET
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
5
A - Approval of team decisions; R - Resource to the team; M - Member of team
I - Interested party, one who will need to be kept informed on direction, findings
COMMUNICATION PLAN (ARMI)
Key Stakeholders
Project Phase
Define Measure Analyze Improve Control
Randeep Chikara A I I I I
Radhika Sital A A,I A,I A,I A,I Padmanabhan Thandavamurthy
R R R R R
Jagtarne Mahato M M M M M
Neha Saxena M M M M M
Mahima Mathur M M M M M
Anshu Prabhakar M M M M
Anoop Nair M M M M Shikha Maheshwari
M M M M M
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
6
GRPI
Legend:
5 – Strong4 – OK3 – Need Clarification2 – Need to know more1 – Don’t know
Name Goals Roles Processes Interpersonal
Jagtarne Mahato 4 3 5 2
Neha Saxena 4 3 5 2
Mahima Mathur 4 3 5 2
Anshu Prabhakar 2 3 2 2
Shikha Maheshwari
4 3 5 2
Anoop Nair 2 3 5 2
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
7
PPCC OO II SS End Users Client (BT)
Transfer % AdvisorsInbound Calls
End User
HCL
COPIS
Call Transferred to Appropriate Dept
Validate the customerand
identify the need
Out of Skill Set Call
Call Dealt FPOC
Yes
No
Call Dealt FPOC
Yes
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
8
AS-IS PROCESS MAP (DETAILED)
Call Transferred to Appropriate Dept
Validate the customerand
identify the need
Out of Skill Set Call
Call Dealt FPOC
No
Call Dealt FPOC
Yes
No
Subsequent Transfer
Inbound call dialled to My
Account
Yes
All Queries of the customer resolved
Yes
No
Call Closed
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
9
VOICE OF CUSTOMER
Hello. I have spoken to three different departments on four different occasions today so far. I have passed from one department to another. I used the call back feature because there was a long queue waiting. When I spoke to you for the first two times, I was asked for a number and was told that if it gets cut off, you would call back .I spoke to an advisor who told that he would call back if gets cut off but he did not call back. So then I had to ring back and went to the start of the queue. I have now been put through complaints and have now been told it would take upto a week before anyone rings back .I am not happy with BT. Bye
http://147.149.100.224:7777/pls/htmldb/f?p=110:5:17564438638472334331::::P5_HIDDEN,P5_CALL_TIME:2725-17095094,12-MAR-201113~28~00:P5_USER:605321487.wav
Customer Verbatim
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
10
VOC TO CTQ
De f
i ne
Me a
s ur e
An a
l yz e
I mpr
o ve
Co n
tro l
11
PROJECT CTQ TREE
Meeting the Transfer Target in My Account
(NOIDA Site)
Client Need
Average Transfer % is 10.23%
Transfer % for My Account
Meeting the target of 9% for the Site
Any week where Transfer % is more than 8.77% for the Site
Characteristic
Project Y metric
Target
Defect Definition
Transfers
12
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
Performance Standards Process Capability Cause & Effect Diagram Affinity Diagram Control Impact Matrix
Data Collection Plan I-MR Chart Sample Size and Methodology MSA FMEA
ROAD MAP - MEASURE
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
13
PROJECT Y : Transfer
Data Type : Discrete
Target : Reducing the transfer to 8.77% Defect Definition : Any week when Transfer %age is more than 8.77%
Unit : Calls
Opportunity : Each call answered by My Account
Measurement System : Merlin Report
Frequency : Weekly
PERFORMANCE STANDARDS / PROJECT Y
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
14
DPMO , SIGMA LEVEL, PROCESS CAPABILITY - DISCRETE
DPMO: 102358.3
Source –
DEFECTS As observed 192646UNITS As observed 1882075OPPORTUNITIES As observed 1
DPUDefects divided by number of units
0
DPODefects divided by number of units multilied by number of opportunities per unit
0
DPMO DPO X 1000000 102358.3YIELD 1- DPO 0.897642YIELD% 100 X YIELD 89.76417LONG TERM SIGMA NORMSINV(YIELD%) 1.268228SHORT TERM SIGMA 1.5 + LONG TERM SIGMA 2.768228
CALCULATING SIGMA BASED ON DPMO METHOD
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
15
CAUSE & EFFECT DIAGRAM
Source –
EFFECT
ISSUE TYPE ISSUE TYPE
ISSUE TYPE ISSUE TYPE ISSUE TYPE
Billing
Activation
Technical
Programming
General Info
Behavior
Knowledge
LocationVintage
Knowledge
Vintage
Communication
Training
Soft Skills
Policies
Repeat Call%
Wait Time
Handle Time
CreditsOther Departments
Tools
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
16
AFFINITY DIAGRAM
Source –
Environment Knowledge Measurement Method Resource
High Targets Gap in training contentParameters not defined for scoring in UK call obs
Scope of work not defined Hiring Issues
Customer Manager - Copy/Paste not allowed
Call obs scores along with the feedback for each error should be shared with all advisors and not just erring advisors
UK Qlty team / HCL Qlty Team / HCL Advisors not calibrated
Quality Team, while sharing feedback, telling WHAT went wrong but not telling HOW to correct it
TLs spend less time in helping advisors - they are busy with escalations or admin activities
Less concentration on issues by advisors due to high targets
Refresher Training is required for diffi cult issues
Qlty Scores/Productivity should have equal weightage for AES
Simulation of Production floor systems should be done in the training
Additional full time support needed in the form of Floor Walkers
TLs threaten for achieving targetNew updates not given in time by the client
Unequal Checks. All advisors are not covered.
Client needs to follow proper hierarchy for escalations
High Attrition resulting in less average tenure of advisors on the floor
Less Authority to resolve customer queries, e.g.: Customer demanding compensation, maintaining ETC for customer when no signed contract mentioned
Knowledge Management Tool needs to be created
Advisors should also be part of calibration calls - at least the one whose issue is being discussed
One Plan Activation should be handled by One Plan team which sits on the same floor
Calling up sales team in UK takes lot of time and wastes time
Advisors not doing proper investigation due to high targets
A process expert should be available from client end on the calibration calls
Training duration for BH upskilling is 3 days as against 28 days for BBQ. This needs to be increased.
Backfill should happen from BBQ to BH rather than direct movement to BH.
Low MotivationWhite board on the floor should be used for displaying updates
Advisors do not take the feedback seriously
Ops TL should be part of POL in last week of training
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
17
CONTROL IMPACT MATRIX
Source –
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
18
DATA COLLECTION PLAN
Source –
Y
Output Input -Measure Characteristics Data Type Operational Definition Target
Data
Collection
From
Sampling Priority
Absenteeism % Continuous Percentage of Agents absent on a day <=6% ISMART 100% 1
Leave Approvals Discreet
No. of Leaves approved as per AOP in
Leave Planner --- Operations 100% 2
Break Schedule Adherence % Continuous
Percentage of Break time out of total
logged in time of the agent <=11.11% SL Desk 100% 3
ID/ System Issues Continuous
% of Agents couldn't login due to
ID/ Systems Issues --- SL Desk 100% 4
Transport Delays Discreet
Agents not logging on time due to
transport delays ---
SL Desk /
Transport 100% 5
Attrition Continuous
No. of Attrition (Voluntary + Involuntary) /
(Head Count at the beginning of the month
+ Head Count at the end of the month)/ 2 <=5% HR 100% 6
Training Throughput Continuous
% of Agents added to the floor from
training batches --- WFM 100% 7
% Agents on FTP Continuous
% of Agents moved out of scheduling due to
FTP --- Quality 100% 8
Shortage of Staffing Discreet
Scheduled agents in less than what is
required to handle the forecasted volume. --- WFM 100%
Schedule Hours of Login Discreet Total hours scheduled for the day --- WFM 100%
Actual Hours of Login Discreet Total hours logged in actuals for the day --- Avaya CMS 100%
Login Hours % Continuous
Total hours logged in Actuals/ Scheduled
hours for the day <=5% Avaya CMS 100%
Login Hours
(%)
=F(x)Data Collection Plan Work Sheet
BB PROJECT: Staff Time Adherence
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
19
GRAPHICAL REPRESENTATION OF THE PROBLEM: I-MR CHART
Source –
Observation
Indiv
idual V
alu
e
918273645546372819101
100
90
80
70
60
_X=87.93
UCL=98.48
LCL=77.37
Oct Nov Dec
Observation
Movin
g R
ange
918273645546372819101
24
18
12
6
0
__MR=3.97
UCL=12.97
LCL=0
Oct Nov Dec
1
1
1
1
1
11
1
I-MR Chart of Login Hours % by Month
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
20
SAMPLE SIZE & METHODOLOGY– DISCRETE / CONTINUOUS
Source –
Sample Size Calculator
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
21
MEASUREMENT SYSTEM ANALYSIS
Source –
De f
ine
Mea
sur e
An a
lyze
Imp r
o ve
Co n
t ro l
22
FMEA
Source –
23
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lROAD MAP - ANALYZE
Graphical Summary Value Stream Map – VA/NVA 5 Why Analysis Pareto/Run Chart/Box Plot/Multi Vari
Potential ‘X’s Hypothesis Testing Vital Few ‘X’s
24
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lGRAPHICAL SUMMARY
25
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lVALUE STREAM MAP – VA/NVA ANALYSIS
26
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o l5 WHY ANALYSIS
27
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lPARETO / RUN CHART / BOX PLOT / MULTI VARI
28
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lPRIORITIZATION OF POTENTIAL ‘X’
29
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lHYPOTHESIS TESTING
30
Question :Tool :Establish Hypothesis :
How You will analysis your data : Briefly explain about the test.
REPEAT THE SAME SLIDE AS PER THE PROJECT REQUIREMENT FOR ALL POTENTIAL `X’s
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lANALYSIS POTENTIAL X 1………N
31
De f
ine
Me a
s ur e
An
a ly z
e I m
p ro v
e C
ont r
o lLIST OF VITAL FEW ‘X’
32
De f
ine
Me a
s ur e
An a
l yz e
Imp
r ov e
Co n
trol
ROAD MAP - IMPROVE
Develop Alternative Solutions Select Solution Trials & Results
Measurement System Reanalysis FMEA Summary of Improvements
33
De f
ine
Me a
s ur e
An a
l yz e
Imp
r ov e
Co n
trol
DEVELOP ALTERNATIVE SOLUTIONS
34
Risk Assessment
1
2
Alternative
Alternative Selection Tool Used: Criterion Based Matrix
Points Total Points Total
1 0 0
2 0 0
3 0 0
4 0 0
0 0
Alternative 1 Alternative 2WeightageCriterionS.No.
Step 1Step 1
Criterion fixed after discussion with team members and project Guide
Step 2Step 2
Step 3Step 3
Problem Description:
Tool Used:
•For every vital `X’ you should select min 2 Alternatives.• For every Alternative you should assess the risk.De f
ine
Me a
s ur e
An a
l yz e
Imp
r ov e
Co n
trol
IMPROVE VITAL X 1………N
35
Show results after improvement
De f
ine
Me a
s ur e
An a
l yz e
Imp
r ov e
Co n
trol
TRIALS AND RESULTS
36
De f
ine
Me a
s ur e
An a
l yz e
Imp
r ov e
Co n
trol
MEASUREMENT SYSTEM REANALYSIS
37
De f
ine
Me a
s ur e
An a
l yz e
Imp
r ov e
Co n
trol
FMEA
38
Before AfterVital `X'S.No. Status
Improvement
De f
ine
Me a
s ur e
An a
l yz e
Imp
r ov e
Co n
trol
SUMMARY OF IMPROVEMENT PHASE
39
De f
ine
Me a
s ur e
An a
l yz e
I mpr
o ve
Co
ntr
ol
ROAD MAP - CONTROL
Control Plan Control Charts Poka Yoke
Verification – Target vs Actual Documentation
40
S.No. Control Point Specification UnitHow to
Measure ?
Who will
Do ?
Reaction
Plan
De f
ine
Me a
s ur e
An a
l yz e
I mpr
o ve
Co
ntr
ol
CONTROL PLAN
41
De f
ine
Me a
s ur e
An a
l yz e
I mpr
o ve
Co
ntr
ol
CONTROL CHARTS
42
De f
ine
Me a
s ur e
An a
l yz e
I mpr
o ve
Co
ntr
ol
POKA YOKE
43
De f
ine
Me a
s ur e
An a
l yz e
I mpr
o ve
Co
ntr
ol
VERIFICATION TARGET V/S ACTUAL
Comparison between before & After COPQ , DPMO and SIGMA level
44
You can attach any approval related to project or any other document related to project
De f
ine
Me a
s ur e
An a
l yz e
I mpr
o ve
Co
ntr
ol
DOCUMENTATION
45