OPERATIONAL MANAGEMENT ASSIGNMENT

PRESENTED BY: GOVIND LAL

CENTER: TTC
TTC0822055

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Task 1

A. Identify the key links that should be in place between Operations Management and
the sales team – and comment on how operations management should relate to the
targets set for the sales team.
Ans.

 Sales team should give the sales forecast to Operation Management team, Better
forecasting to help your reps work as a team.
 Comparing individual performances within a sales team, Sales team should response
positively if operation team changes the monthly or weekly plans to match the sales
forecasts which is provided by the sales team.
 Creating, communicating, and compensating understandable goals and Understand
the current limitations of the Operations and Sales departments and find a way to
solve them - permanently and perpetually.
 Getting accurate, real-time visibility of team performance and Operation
Management Team Should Break the Sales Target Into daily, Weekly or monthly and
Measure The Targets Frequently.
 Operation Management Team Should Plan to Achieve Sales Forecast Given By Sales
Team.

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Task 2
Explain the mission, vision and values of the call centres and whether you believe that
measures and KPI’s that are in place for the call centre, directly contribute to the
achievement of the organisations mission and vision. You need to ensure that you can
demonstrate how the organisation has moved from the strategic plan with the mission, vision
and values and highlight where these are embedded within the created subunits action plans
and where the success of KPI’s will demonstrate the mission, vision and values.
Ans.

Mission: To create a call center environment and culture that empowers our agents and
management team to passionately represent our client’s brands, but some of the points can be
include that company should be aim to become a regionally recognized brand name.

Vision: To become a Globally recognized and respected IT Offshore

Outsourcing Service Provider that delivers ‘excellent results’, and solutions
through the leveraging of tomorrow's technologies today”.
To be a consistently top-rated call centre with customer satisfaction of
100% through accessible, friendly and service on time. By measuring the
 How long each customer is waiting on hold (So that they can
measure the customer satisfaction ) .
 A staff feedback system should be implemented & KPI should be receive max. Very good
from customer to operate in week.
 or star rating for the service provided by the operator. Should be KPI for the staffs.

KPI is all OK for the mission.

Values: It is Appropriate as it set out the overall philosophy of the organization & its behaviour.

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Task 3
A. Once you have read the case study describe the staffing levels and performance in the
contact centre. Then explain how workforce planning could be implemented and in place to
resolve any issues that have been identified and how the planning you have suggested should
be used going forward. Please include a description of how you propose to measure and
estimate the work load to ensure the KPI’s are both relevant and achievable.

Ans. The first choice you need to make in deciding a call center staffing model is whether you
want to outsource your entire operation or manage it in-house.

Outsourcing

When you choose to outsource, you are opting to have another company, like GCS, handle
everything for you. This makes your life easier and simplifies your operations, but it also comes
with some important benefits.

1. Cost-effectiveness: Outsourcing can be less expensive than housing your own call center.
Your outsourcing vendor can leverage economies of scale that you won’t be able to access with
a call center of your size. There is a lot of support for a large center with HR, technology,
communications, workforce management, QA, training, and more. With an outsourcer, you
share those expenses with other clients.

In a self-managed operation, you would pay for all of the overhead and agents, regardless of
their utilization. Outsourcing can be more cost-effective depending on the pricing model. While
you may want Dedicated Agents working only on your program, it is often possible to use
Shared Agents. In a Shared Agent center, you only pay for the minutes the agents are actually
working with your customers.

2. Improved Productivity: Productivity usually improves with an outsourced call center because
they’re an expert at call center operations. Outsourced call centers specialize in efficiency as a
core offering. The contractor is actively managing the center to keep costs down, while meeting
your KPI and CSAT goals.

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Outsource partners also have to stay up to speed on new technologies, regulations and best
practices to remain competitive. You benefit from this focus on the partner’s core service. It is
how they provide real value to you.

Often the responsibilities of in-house centers are diluted when the employees are called on to
shoulder additional responsibilities. The focus on the in-house call center is diluted and
everyone loses. Those employees are less productive, and your call center customers do not
have the benefit of agents focused on them full-time.

3. Reduced Risk: Vendors keep you compliant. They understand the standards you need to
meet and help you reduce regulatory risk by following laws, regulations, and certifications.

We also know what works. You benefit from our experience across industries and with different
program types. Programs start faster and run smoother. Your program gains from the continual
improvement of all programs.

4. Better Training: Remember, managing successful customer interactions is what vendors do.
If there is not a commitment to consistent and frequent agent coaching, look elsewhere.

We know how to select, train, and continually coach our agents so they deliver your message in
a professional way. After years of training tens of thousands of agents, we’ve even developed
our own proprietary soft skills and empathy training program.

5. Enhanced Scalability: Finally, outsourced call centers are infinitely scalable. Most vendors
have a bevy of locations and agents at the ready. They can accommodate your needs when you
require more people to take your customers’ calls, such as after a market expansion, during a
seasonal peak, or before a new product launch. Scaling an internal call center would require
quite an investment of time and money to match the scalability of an outsourced call center.

In-House

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Outsourcing your call center has its benefits. However, some companies already have a call
center or they prefer to handle everything in-house because they want complete control. If this
sounds like you, a company like GCS can provide value in several ways:

 BOT (Build - Operate - Transfer): We can even help your company build a call center.
GCS provides site selection help, design and layout, technology and connectivity,
security, and redundancy. We staff the call center with both agents and managers. GCS
sets up policies and procedures that ensure you reach your performance goals. Once the
center is ready, we turn it over to your team.

 COCO (Company Owned, Contractor Operated): We come into your existing center and
manage it for you. GCS assumes your employees, manages your performance standards,
and works closely with your team to continually improve your performance.

In-house options often will cost more than outsourcing to a shared center operator. And the
risk is greater— after you build your facility, you might find that your needs soon change or are
not what you had anticipated. Eliminate that risk by handing capacity support to a partner like
GCS.

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Task 4
A. Analyse and review the methods of storing data and managing technology that is being
used in the call centre and then highlight any risks including the risks associated with
data loss and identify the solutions / improvements to mitigate the risks you have
identified; you must explain where the sources of data has come from.
Ans.
1. Know your data.
2. Understand your compliance needs.
3. Establish a data retention policy.
4. Don't neglect unstructured data.
5. Look for a solution that fits your data, not the other way
around.
6. Use a tiered storage approach.
7. Know your clouds.
8. Carefully vet storage providers.
9. Don't store redundant data.
10. Make sure your data is secure.

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Task 4b
A. Identify and access the KPI’s, for the sales team. You need to do an analysis of the KPI
data and review if the targets that have been set are appropriate to the measures in
place. Once you have the information make a record of it below.
Ans. Sales KPIs (Key Performance Indicators) are measurable values that show the relation of
the sales team’s efforts to their results. Sales KPIs can highlight where the team is excelling or
falling short and how likely they are to hit their targets.
The 7 Sales Key Performance Indicators (KPIs) that every sales leader needs to be tracking to
measure their sales teams’ effectiveness.

1. Lead to Opportunity Conversion Ration

Ratio of leads that convert to qualified opportunities.

Not all leads are qualified. Measuring how many leads turn
into real opportunities allows you to check the effectiveness of different lead generation
activities.

2. Opportunities to Sales Conversion Rate

Ratio of opportunities that convert to orders.

Measuring how many opportunities your sales team converts to real orders helps to identify
areas for improvement.

3. Sales Cycle Length

Time from lead to order.

By tracking the number of days it takes for a lead to turn into an order, sales leaders can look
for areas to improve the productivity of their sale funnel and see which sales reps are taking
longer than others.

4. Key Sales Activity

Number of calls, meetings or emails achieved each month.

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By tracking sales activity, leaders can see if reps are doing enough of the right activities to reach
targets. KPIs can be further broken down into whether the call was answered, the amount of
time spent on the call, if the email was opened or replied to, and actual meetings/presentations
delivered.

5. Estimated Value of Sales Pipeline

The estimated total value of current opportunities.

By regularly reviewing the total value of individual reps’ pipelines, leaders can identify possible
gaps in reaching targets and create action plans to ensure they do.

6. Average Order Value

Average value of each order received.

By tracking average order value leaders can see where there’s room for upsells and if certain
reps consistently give large discounts.

7. Product Performance

Tracking how well some products sell over others.

Team leaders can notice trends of certain products, as well as possible reluctance or difficulties
reps, might have to sell other products. This KPI can also point out the possible competition in
the marketplace or the positive effects of marketing efforts.

Sales Key Performance Indicators (KPIs) are part of our Sales Force Management Mastery
programme. A system to train Sales Leaders on how to motivate and manage their teams to
reach targets.

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Task 5
A. Analyse the customer satisfaction ratings that have been collected for 2015 and 2016
using an appropriate data analysis tool of your choice that will helps you to demonstrate
trends. Identify and use a data analysis tool to use and describe how to create this so
that you can look at any trends.
Ans. Customer Satisfaction Analysis Tool for 2015 and 2016 :

CSAT stands for Customer Satisfaction Score (not very intuitive, we know), and it – like

the name implies – is a CX metric that directly measures customer satisfaction levels.

CSAT surveys are ideally sent when you want to see how happy clients are with an

action your business took, or certain aspects of your products/services.

For instance, you can send a CSAT survey after a client has completed the onboarding

process to see how efficient it is and if any improvements are necessary.

We know how important it is to you to understand your customers and what drives their
loyalty. Displayr is the only tool for measuring, analysing and visualizing your customer
satisfaction yourself for free. Here are a couple of reasons why:
Advanced Analytics: Ready to use Relative Importance Analysis or Linear Regression to analyse
your customer satisfaction, want to be able to use statistical modelling and machine learning
to uncover the secrets to improving your Customer Satisfaction Score, Displayr has you
covered.
Ease of use: Displayr can be used by everyone from the most advanced of researchers to non-
technical people.
Beauty and functionality: Need to present your CSAT findings in an impressive way, you can
create beautiful and interactive dashboards. Change filters with one click. Sort your CSAT by
departments. Include logos, brand images and customize so it looks exactly the way you want
it.
Recoding made simple: Displayr can automatically recode your data to make it easy to use in a
wide range of statistical analyses. Say goodbye to time-consuming manual recoding.

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Statistical testing: Want to know if changes in your CSAT are actually statistically significant?
Displayr is the only app that has in-built stats testing. See below for more information on stats
testing!
Value: Using multiple tools to analyse and present your data, Using add on dashboarding
solutions, by combining all the things, you need to do, Displayr will save you from spending.

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Task 6
A. Summarise your findings from all the previous tasks (1, 2, 3, 4, 5), and prepare an
action plan of recommendations that you can submit to Dave for solutions to the
operational problems you have identified. Ensure that in the action plan you can
demonstrate to Dave the importance of operations management, commenting on
how effective operations management should prevent problems in the future.
Ans.
 Company is reluctant to modify the software & technology.
 The level of staff recruitment has dropped significantly and staff numbers are dropping.
 When sales should be soaring, they are actually dropping.
 Customer on hold has increased to 3.5 minutes.
 Issues with dated software, results in delays in service.
 Any data relating to the call centre is stored directly on these computers for access; Still no
use of cloud smart data storage.

Any inputs are welcome on this and hope to see a very effective template which could increase over all
agent / call centre productivity.

1.My first step would be to make an effort to understand my team and their abilities and to analyse
whether they are in the right direction.
2.To check the goals required on the process and draft the Goal Sheet accordingly
3.Have to identify individual's needs and to capitalize on there positives to build a strong platform.
4.Learning the pros and cons of the process.
5.Studying the previous performance reports and analysing them.

6.Specific, measurable goals (i.e., finish e-learning module on closing sales).

7.Set your customer experience goals and objectives using the GOST mode.

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Action plans should include the following:

The Plan-Do-Check-Act model is a helpful tool that can be used for a number of applications:

 Exploring and testing multiple solutions in a small, controlled trial.

 Avoiding waste by catching and adapting ineffective solutions before rolling them out on a large
scale.
 Implementing change and continuous improvement.
 Implementing Total Quality Management or Six Sigma initiatives.
 Developing or improving a process.
The four stages in the PDCA cycle (which you can probably guess from the name) to start using it.

1. Plan

The planning stage is for mapping out what you are going to do to try to solve a problem or otherwise
change a process. During this step, you will identify and analyze the problem or opportunity for change,
develop hypotheses for what the underlying issues or causes are, and decide on one hypothesis to test
first.

As you plan, consider the following questions:

 What is the core problem we need to solve?

 Is this the right problem to work on?
 What information do we need to fully understand the problem and its root cause?
 Is it feasible to solve it?
 What resources do we need?
 What resources do we have?

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 What are some viable solutions?
 What are the measures of success?
 How will the results from a small trial translate to a full-scale implementation?
2. Do

The next step is to test your hypothesis (i.e., your proposed solution). The PDCA cycle focuses on
smaller, incremental changes that help improve processes with minimal disruption.

Test your hypothesis with a small-scale project, preferably in a controlled environment, so you can
evaluate the results without interrupting the rest of your operation. You might want to test the solution
on one team or within a certain demographic.

3. Check

Once you have completed your trial, it’s time to review and analyze the results. This stage is important
because it allows you to evaluate your solution and revise your plans as necessary. Did the plan actually
work? If so, were there any hiccups in the process? What steps could be improved or need to be
eliminated from future iterations?

Your evaluation at this stage will guide your decisions in the next step, so it is important to consider your
results carefully.

4. Act

Finally, it is time to act. If all went according to plan, you can now implement your tried-and-tested plan.
This new process now becomes your baseline for future PDCA iterations.

Consider the following questions before you act:

 What resources do you need to implement the solution at full scale?

 What training is needed for successful implementation and adoption?
 How can you measure and track the performance of the solution?
 What opportunities are there for improvement?
 What have we learned that can be applied to other projects?

Importance of effective operation management :

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Operations management (OM) is the process that effectively plans, organizes, coordinates, and
controls the operations responsible for the production of goods and services. Countless
decisions must be made at all levels of an organization. Without proper operations
management, there is a higher chance of having various departments in conflict with each
other. Operations management ensures that you are able to effectively manage various
attributes in the manufacturing organization such as people, equipment, information, and
technology.

 Product Quality - The quality of a product refers to its capability of meeting or exceeding a
customer’s expectations. Operations management ensures that products meet the quality
standards and offers opportunities to identify areas where quality can be improved. One of the
main functions of operations management ensures that products are designed to be reliable
and durable to meet customer’s expectations of quality over quantity. Here, reliability and
durability refer to products that last a long time before they encounter breakdowns and that
can withstand damage. Enforcing a quality management process can ensure the efficient
delivery of products and services that consumers can rely on.
 Customer Satisfaction - Customer satisfaction is essential for any manufacturing operation as it
ensures future business from your current customers. While operations management takes
care of creating products and services of high quality, it also ensures that customer needs are
met. When your operations are running smoothly, it will allow you to deliver your products on
time to your customers and increase their satisfaction. In addition, improving your processes
may cause you to decrease your production lead times, allowing you to deliver quality products
in a short amount of time. These factors will ensure that your customers buy from you again
and that they value your brand over competitors.
 Revenue Increase - Increased product quality and consumer satisfaction will give your company
to have a good reputation within the industry. This reputation will further aid your company to
attract more customers and expand its market share. In addition, operations management
involves identifying and optimizing the processes involved in the production of goods or
services. This can lead to cutting costs due to inefficiencies in the process design. Overall,
operations management will allow you to sell more products and reduce costs, leading to a
revenue increase that enables the continuation of growth for the company.
 Waste Reduction - Waste reduction is one of the most important components of operations
management. Various techniques can be used to identify and eliminate waste within
manufacturing operations, such as lean manufacturing strategies and JIT scheduling to manage
inventory costs. Lean manufacturing identifies 7 wastes that are commonly found in
manufacturing operations which aim to eliminate overproduction, loss of time, and defective
items. Eliminating waste within your operation will allow you to increase profits by eliminating

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unnecessary costs and ultimately improving the overall production process within the
operation.

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