Simulation Project - AHT
Simulation Project - AHT
Simulation Project - AHT
Problem
• SLA (Service Level Agreement) = 13 minutes.
• As a result,
• XYZ has to pay penalty of $10000 month.
Statement
• Has potential threat of losing the business
• May lead to 65% loss of revenue of the
company
• May result in job loss of 400 people
2
DEFINE
Voice of Customers
CTQ
Critical to Quality
6
Affinity Diagram – Classification of VOC
Ticket
Admin HR
Handler
Good number of
skilled employees
Proper
communication Proper
infrastructure
Quality work
On-time
work
Second level prioritization
So, the first priority to improve the customer experience is reducing the ticket handling time.
CTQ Drilldown Tree
Project Charter
Project Title:
Reduction of the IT ticket closure time.
Business Case
XYZ company manages outsourced IT work for a major client ABC. For last 3 months, ABC has been complaining about delay in closing IT tickets. The customers of ABC have to
wait more than agreed SLA (Service Level Agreement) of 13 minutes. Due to non adherence of the contractual agreement. XYZ company has already been paying penalty for
last 3 months i.e. $10000 for this violation per month. There are other vendors of ABC who are doing pretty well in comparison to XYZ due to which there is a potential threat
of losing the business which will lead to 65% loss of revenue of the company & around 400 people might lose their jobs.
Problem Statement
Since the last 3 months, the tickets are being serviced late. There are many employees working on it under various teams, and at different locations. The background of the
ticket handlers is also different. Also, for different types of tickets, the handling time is different. There is a need to find out the reason for this delay in ticket closure time,
otherwise Company may loose revenue and hence its employees.
Resource Estimation
Resource Required Value (in INR)
Consultant 1.5Lakh
Internal human resource 150 hours
Expected Benefits
Savings Description Value (in INR)
Retained customer 25Lakh
New business 10Lakh
SIPOC / COPIS
Received ticket
Ticket Call is received Ticket is
Customer
handler or ticket is Work on closed
from the
raised resolving the
company ABC
ticket Issue is
Infrastructure resolved
for receiving Getting inputs
call and from customer if Customer is
platform for required notified
raising ticket
Resolving the
issue
Yes
Escalate it
Solve it Close the ticket
Daily updates All team members, Call, email Project Leader Back up PL Daily 6 pm
Manager, Team leader
Tollgate reviews Approvers Email, official reviews Project Leader Back up PL End of each phase
Project progress All stakeholders and Email Project Leader Back up PL End of each phase
team members
Technology changes Team members Email, meeting Project Leader Back up PL Whenever needed
Process changes All stakeholders and Email, meeting Project Leader Back up PL Whenever needed
Team members
RASIC
RASIC Chart
Project Team
Project Sponsor
per expectations
Process Owner
Project Leader
Approve
Green Belt
Black Belt
Provides the necessary help and support to the owner
Support
Is to be kept informed of the status/progress being
made
Inform
Is to be consulted for this activity for inputs
Consult
Activities
Define
Collect VOC A I C R S
Classify VOC A I I R S
Project Charter A I I R S
SIPOC/COPIS A I R S
Process Map A I I R S
Communication Plan A I I R S
RASIC A I I R S
FMEA A I I R S
Charter appoval A I I R
Information update A I I R
RASIC
RASIC Chart
Project Team
Project Sponsor
Process Owner
expectations
Project Leader
Approve
Green Belt
Black Belt
Provides the necessary help and support to the owner
Support
Consult
Activities
Measure
Potential root cause identification C A I I R S
Data collection plan A I C R S
Measurement system analysis I A C R S
Amount of data to collect C I A R S
Choosing sampling methodology A I R S
Collecting data A I R
Validating data A I I C R S
Information update A I I R
Analyze
Calculation of process capability A I I R S
Quality tools A I R S
Identifying vital Xs A I I R S
Hypothesis testing A I I C R S
Information update A I I R
RASIC
RASIC Chart
Project Team
Project Sponsor
Process Owner
expectations
Project Leader
Approve
Green Belt
Black Belt
Provides the necessary help and support to the owner
Support
Consult
Activities
Improve
Solution generation A I C R S
Screening of Ideas C A I I R S
Risk Management using FMEA I A C R S
Cost benefit analysis I A R S
Implementation C C A I R S
Pilot testing A I I R S
Information update A I I R
Control
Control Plan C A I R S
Control charts A I C R S
Documentation I A C R
SWOT Analysis I A C R
Summarizing A I I C R
Information update A I I R
MEASURE
Fishbone Diagram
Sample size estimation
Data type Continuous Discrete - Nominal Discrete - Nominal Discrete-Categorical Discrete - Nominal
Definition Time taken to close a ticket Name of the ticket Handler Gender of the ticket Handler Age group of the ticket handler Type of issue
Format 13 Jaya, Nitin, Ravi, Vandana M/F <Under 20, >30 Years, Btw 20-30 Hardware issue/ Network issue
Measure Name CSAT Score No. of follow ups User Background Shift User Qualification
Definition CSAT score of the ticket No. of follow ups required for the ticket Background of the user Shift in which ticket is handled Qualification of the user
Format 50 5 Banking, Customer Care, IT, Sales Morning, Night Under Graduate, Graduate, Post Graduate
Definition Complexity of the ticket Trainer for the ticket Manager for the ticket Location of the issue
Format Tier 1, Tier 2 Rajesh, Sam, Vishal Manish, Pooja, Reena, Rohit, Saurabh Mumbai, Bangalore
MSA
Since p-value is
greater than equal to
0.05, the data is
normal, and therefore,
mean can be used as a
measure of central
tendency.
Since p-value is
greater than equal to
0.05, the data is
normal.
Since p-value of
clustering, trends,
mixtures, and
oscillation is greater
than equal to 0.05, the
data is random.
Cpk = -0.46.
So, ZLT = -1.38 and
ZST = 0.12
So, the current sigma level is
0.12 for the process.
2 Gender of ticket Handler Categorical with 2 groups 2 Sample T test/ Box plot
3 Ticket handler age group Categorical with 2+ groups One-way ANOVA / Box plot
Since, the p value is less than 0.05, we can reject the null and
conclude that these factors (Vital Xs) impact the Ticket closure
time. But, the model is not much significant. The Adjusted R sq.
is just 35.7%. It should be at least 60% for accepting the
regression equation as shown above.
Solution Generation
Cost Matrix
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10
Cost Scale
Member 1 1 1 2 1 1 3 1 2 1 1
Member 2 1 2 1 2 1 4 2 1 1 2 0 - 50k 1
Member 3 1 1 2 1 1 5 1 1 1 1 Upto 1 lakh 2
Upto 1.5 lakh 3
Time Matrix
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 Upto 2 lakh 4
Member 1 1 2 2 2 1 4 1 2 1 2 More than 2 lakh 5
Member 2 2 3 1 3 2 5 2 1 2 1
Member 3 1 2 3 2 2 4 1 2 1 2
Time Scale
Cost Time Matrix 0-15 days 1
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10
Member 1 2 3 4 3 2 7 2 4 2 3 Upto 30 days 2
Member 2 3 5 2 5 3 9 4 2 3 3 Upto 45 days 3
Member 3 2 3 5 3 3 9 2 3 2 3
Upto 60 days 4
This shows that Solution 6 is very costly and time consuming, whereas solutions 1,5,7,8,9,10 are least time
consuming and expensive.
Trainer
Ticket type
Ticket Handler
Deployment Matrix
Vital Xs
6
7
9
8
1 Lowest
10 Maximum
0
9
9
5
Vandana can train others
184
0
5
5
3
Appointment of new ticket handler
104
8
8
8
2
6
7
Training by Rajesh
156
9
5
7
Completeness Matrix
234
483
675
448
Green color shows high priority tasks, Yellow color shoes medium priority tasks and Red color shows low priority tasks.
FMEA
RPN
Defined "X"s Items Failure Modes Effect on EDR Severity Occurrence Detection RMS
(S*O*D)
Ticket Handler Vandana can train others Vandana resigns Complete failure 9 5 1 45 Accept
Vandana has time constraints Delay in project 7 8 3 168 Accept
Vandana is unwilling to share May not be able to identify this 8 8 9 576 Avoid
Others are not willing to get trained
May not be able to identify this 8 8 9 576 Avoid
from her
Appointment of new ticket handler New person will take time to adjust Delay in project 6 9 5 270 Reduce
It may take time to hire someone Delay in project 5 7 3 105 Accept
He/she may not perform as expectedComplete failure 8 6 7 336 Reduce
People may not cooperate and can
Performance based incentive Complete failure 9 8 8 576 Avoid
mislead others
Less quality work Future issue can be caused 9 9 6 486 Reduce
Less collaboration amongst team May not be able to identify this 8 7 9 504 Avoid
Ticket handler
Hiring more females New person will take time to adjust Delay in project 6 7 7 294 Reduce
gender
It may take time to hire someone Delay in project 5 7 4 140 Accept
She may not perform as expected Complete failure 7 8 6 336 Reduce
Arranging collaboration sessions People may not learn as expected Complete failure 7 9 8 504 Avoid
People might misguide each other May not be able to identify this 9 9 9 729 Avoid
FMEA
RPN
Defined "X"s Items Failure Modes Effect on EDR Severity Occurrence Detection RMS
(S*O*D)
Ticket type Building better infrastructure It will take time to build Delay in project 6 9 4 216 Reduce
People will need further training to
Delay in project 6 7 4 168 Accept
use it
Training on hardware issue People may not be willing to attend
May not be able to identify this 7 7 9 441 Reduce
resolution it
People might take time to start
Delay in project 5 6 4 120 Accept
following the techniques
In week 1, The p-value is less than 0.05, we accept the Alternate hypothesis and can say that mean is not equal to 13.
From the mean and confidence level we can say that the ticket handling time is always more than 13 minutes.
In week 2, the p-value is more than 0.05, so we fail to reject the null and don’t have enough evidence to say that
mean is not equal to 13.
In week 3, the p-value is less than 0.05, therefore, we can say that mean is not equal to 13. Also, from the mean and
confidence interval we can see that ticket handling time is always less than 13 minutes.
Before and After tests
When week 1 is compared to week 3, by doing paired t-test, we can see that the p-value is 0.00.
This suggests that there has been significant change in the mean of both the weeks and from the mean, we can see
that there has been a significant improvement in week 3 as compared to week 1.
Box plot before and after
The p-value is greater than 0.05, therefore, we fail to reject null. Hence, the data points are normal for both
Week 1 and Week 3.
CONTROL
Control Plan
Control Plan
Process Name:
Process step Key parameter Standard Frequency of check Review by
360 degree feedback
Training Training by internal resource Weekly Training head
mechanism
Motivating everyone to
Collaboration Collaboration within teams speak - round robin Monthly HR
technique
Strength Weakness
Opportunities Threats