bmitted by
Operation Research Group Project:
Delwarca Software Remote Support Unit
Background
June 2011 1
Mckinnon became
Manager of Remote
Support Unit of Delwarca 2 Analysis of existing system
After promotion,
Mckinnon analyzed the
November 2011 3 existing system to reduce
Introduction of RapidID customer dissatisfaction
procedure to improve
perceived customer 4 Concerns down the road
service Comparison of Pre-RapidID
and Post-RapidID data
Decide the Future Path 5 highlighted the performance
problems of RapidID
Mckinnon has to decide how
the performance of the
system can be improved and
give recommendations to his
boss
PRE RAPID ID PROCESS FLOW DIAGRAM
customer
Operator
Automated Update Every 90 Associate
Seconds During Hold
Closed Sr. Associate
Record notes of calls on CRM
POST RAPID ID PROCESS FLOW DIAGRAM
Customer
Sorting Hats
Put on Hold
Sr. Associate Associate
What is the capacity utilization of remote support unit, and how is this affecting waiting times?
Each employee work hours = 7 hrs
(This is after deducting the duration of two 15 minute breaks and one half an hour hour lunch break).
Total available associate work hours = 12 (no. of associates) * 7(no. of actual work hours)
= 84 hrs
Total available senior associate work hours = 7(senior associates) *7 = 49 hrs
On an average,Senior Associates takes 24.1 mins/call
And Associates takes 29.4 mins/call
(*Let us assume there is no time required for notes making as no data is available)
Calculations for utilization for Pre-Rapid ID Procedure:
Calls Transferred to associate:
135.79 calls were transferred to associate
Time taken = 30.2 mins/call * 135.79 =4100.858 mins
Calls transferred to senior associate:
Out of 174.1 calls, 38.3 customers request for Sr. Associate
Time taken = 21.6 mins/call * 38.3 = 827.28 mins..
2. Again 66.15 calls were transferred to Sr. Associate
Average time taken = 19.1 mins/call * 66.15 = 1263.465 mins.
Utilization for Associate= 4100.858 mins / 84 hrs = 81.36%
Utilization for Senior Associate=2090.745mins/ 49 hrs =71.12%
Therefore,Total Capacity Utilization =76.24%
Labour Cost per call
Salary ranges
Lower limit Upper limit Average
12 Associates
Salary 40000 60000
Benefits & overheads 10400 15600
Total salary to 12 Associate for whole year 604800 907200 756000
7 Sr. Associates
Salary 70000 90000
Benefits & overheads 16100 20700
Total salary to 7 Sr Associate for whole year 1033200 1328400 1180800
Total salary cost 1638000 2235600 1936800
Cost per call 9408.385985 12840.89604 11124.64
Cost per resolved call
Average number of calls : 174.1
Number of calls directed to Associate = 0.54*174.1 = 94.014 ~ 94 calls
Number of resolved calls for Associate = 0.35*94 = 32.9 ~ 32 calls
Cost per resolved calls for Associate = 756000/32 = $23625
Number of resolved calls for Senior Associate = 174.1 - 32 = 142.1 ~ 142
Cost per resolved calls for Senior Associate = $8315.44
Recommendations
• Using automated answering machine to obtain a more useful network with less labor cost
• Removing less productive associates and senior associates with previous average which will help reduce the
service time
• Rescheduling the timings of the employees such that those who are the most efficient in handling the customer
problem and resolving them should operate in a time when most calls are made.
• Providing training by one senior associate in two phases for better utilization of associates and fewer burdens on
senior associates.
• Making records available to all associates and sr. associates so that associates could learn from them.
• Identifying and categorizing the calls being received by the directors and directing the calls to the expert of that
category to reduce the time of resolution.
• Making one senior associate and one associate an expert in each category of problem depending on the number
of problems that are coming from each category.
• Identifying the category of the problem and diverting the client call to the respective associate or senior associate
based on the complexity of the problem to resolve the problem in less time.
Recommendations
Thank you
