Investors Presentation

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Process Centric BPO Management Nasscom 24 Aug 2005
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Manager ? Leader

• Operating Manager Strategic
  Leader

Administrator Is a copy Focus on systems Relies
on control Short-range Eye on bottom line Asks
how and when Accepts status quo Classic good
soldier Does things right
Innovates Is an original Focus on people Inspires
trust Long-range Eye on horizon Asks what and
why Challenges status quo Is own person Does the
right thing
Efficiency
Effectiveness
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Me too ? Pioneer

• Operating Manager
  Strategic Leader

Define the new method Is an original Focus on
process Inspires direction Roadmap Eye on
CTR Asks what and why Showcase Value and way
forward Builds own IP Achieves the right result
Administrator Is a copy Focus on systems Relies
on control Short-range Eye on bottom line Asks
how and when Accepts status quo Classic good
soldier Does things right
Efficiency
Effectiveness
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7 steps to a winner

• Sign Up the CEO (Champion)
• Pick your Methodologies
• Build Your Work-Flows
• Sell the Vision (Show me the Money)
• POC
• Celebrate Victories
• Share best practices

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The cornerstones to the win

• Sign Up the CEO (Champion)
• Pick your Methodologies
• Build Your Work-Flows
• Sell the Vision (Show me the Money)
• POC
• Celebrate Victories
• Share best practices

• Create the Charter Joint Vision
• BS7799, ISO, 6Sigma
• WOW, Process Maps, RACI
• SLA, Quality, CSAT, Emp Morale, GM
• Early Innovators
• Offsites, Workshops, Newsletter
• ISO, PEC

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Frame Work

• Move from measuring Averages to Measuring
  Variation
• Gage RR Ensure Repeatability Reproducibility
• Ensure the right Sample Size is monitored and
  evaluated
• Dont do D-I-D-I-D-I, do DMAIC

Focus on the Input Throughput and not the Output
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Critical to Success

• Who Move away from Creating Heroes
• What Create Role Models
• How Setup the comprehensive BPMS
• When At set up stage
• Why - Create person independent Process
  dependent way of working

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• Bite the bullet
• TODAY

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Business Excellence Governance Model
Migrate
Monitor
Improve
Business Improvement
Resource Optimization
Transition
Quality
Compliance
Project Mode
Process mode
Project Mode
ISO Documentation
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Compliance Framework
Update QMS Based on the recommendations of BPMS,
Six Sigma Projects, FMEA and Audits
ISO QMS Compliance Book of Knowledge (BoK)
Risk Profiling
Risk Measurement
Awareness Creation
FMEA All processes to undergo Risk Assessment
using FMEA Methodology Target Sept 16, 2005

• Audits
• Self Assessment by PDHs (report to PD)
• Part of Monthly review by Sandeep
• Scheduled Audits by Internal team (Six Sigma
  Internal Auditors)
• Surprise Audits by Compliance Team

Awareness Initiative Organization wide
event/project to increase awareness. Target Oct
14, 2005
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Client engagement model
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Transition Methodology
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Deployment flowchart
Agent receives the feedback from UM
Agent answers call
Agent
QA rates the call on the software as per client
guidelines
QA monitors call on Verint/client software
Provides Online/live feedback to UM
QA
UM receives Online/live feedback from QA
UM takes printout of Monitoring Sheet and a
signoff taken and filed in the agents personal
file
UM delivers feedback to agent
UM
OR
Signed sheets returned to QAs
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Feedback systems
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Quality Evaluation Form
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Calibration process
Participants Internal QA Team, Client QA Team
UMs
Voice Process
Clients to share their inputs
Client send the calls
QA/UM rates the call on the evaluation form
QA/UMs monitors calls on Verint / NICE
Conference call
UM gives the feedback if critical to the agent in
observation
QA Team to note the scores on various parameters
Discussion around the calls evaluated
Variance noted in the calibration log and
circulated to all
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Gage RR

• Objective
• To test for consistency in evaluations between
  the Quality Evaluators. Two kinds of variation
  are tested for
• Repeatability variation within QC agents
• Reproducibility variation between QC agents

• Study Design
• 4 Sales Calls and 4 Services Calls
• 2 Quality Evaluator evaluated each of the 8
  calls twice (2 trials)

Results
Gage RR for Score () Sales Call No variation
within part/operator subgroups
execution aborted.
No Variation in understanding of call monitoring
procedure amongst QC agents for Sales Calls
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Gage RR Service Calls
Gage RR Study - ANOVA Method Gage RR for Score
() Service Call Two-Way ANOVA Table With
Interaction Source DF SS MS
F P
Name_3 3 392.188
130.729 83.6667 0.00217 Name_2 1
1.563 1.563 1.0000 0.39100 Name_2Name_3
3 4.688 1.563 1.0000 0.44110 Repeatabilit
y 8 12.500 1.563 Total
15 410.938 Two-Way
ANOVA Table Without Interaction Source DF
SS MS F P
Name_3
3 392.188 130.729 83.6667
0.00000 Name_2 1 1.563 1.563
1.0000 0.33880 Repeatability 11 17.188
1.563 Total 15
410.938
Gage RR Service call
Contribution Source VarComp (of
VarComp)
Total Gage RR 1.563 4.62
Repeatability 1.563 4.62
Reproducibility 0.000 0.00
Name_2 0.000 0.00
Part-To-Part 32.292 95.38 Total
Variation 33.854 100.00
StdDev Study Var Study Var
Tolerance Source (SD) (5.15SD)
(SV) (SV/Toler)
Total Gage RR
1.25000 6.4375 21.48 9903.85
Repeatability 1.25000 6.4375 21.48
9903.85 Reproducibility 0.00000 0.0000
0.00 0.00 Name_2 0.00000
0.0000 0.00 0.00 Part-To-Part
5.68258 29.2653 97.67 45023.48
Total Variation 5.81843 29.9649 100.00
46099.90 Number of Distinct Categories 6

• Gage RR for Score () Service Calls
• Total Gage RR 4.62 (within acceptable limits)

Low Variation in understanding of call monitoring
procedure amongst QC agents for Service Calls
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Dashboard
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House of metrics
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Six Sigma Program
Internal Value Creation
Six Sigma Culture
Client - Value Enhancements

• Improving client Metrics through focused
  interventions, e.g.
• Our improvements in call quality were implemented
  by the client across all sites, resulting in
  higher client retention
• Revenues per call for a U.K Insurance company
  increased, leading to incremental client revenues
  of 5 MM

• Making Six Sigma as the way we work through
• 1 day Six Sigma orientation for Senior Management
• Imparting 5-day Green Belt Training to over 85
  executives in the managerial cadre.
• 1.5 day Six Sigma training for Unit Managers

Establishing internal process Management systems
to identify critical customer and process
requirements and Measure performance.
Implemented for all key functions such as
Service delivery, Hiring, Training and Quality.
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Revenue Drill down
PROJECT METRIC Revenue/ Call
SALE
Quoted Provided
Revenue Loss
Sales Attempted
Sales Opportunity Identified
Calls with Sales opportunity
Opportunity Identification
Opportunity Utilization
Conversion Rate
Avg. Revenue Per Call
x
Calls Answered (Sales Services)
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Opportunity Analysis
Opportunity Un-Utilized
Quote Provided
Service Calls Received
Opportunity Un-Utilized
No Cross Sell Opportunity
Service Calls Received
No Up Sell Opportunity
Quote Provided
There are a greater number of opportunities to
cross-sell than to up-sell however, Cross
Sells are not attempted on nearly 75 of the
Calls Answered
No Up - sell Quotes are attempted on 60 of the
Services Calls answered However, once an Up
-sell is attempted, a quote is provided in 100
of the instances
32.30
22.60
51.60
27.40
Nil
4.80
40.3
40.3
Nil
21.00
UPSELLS
CROSS SELLS
No Cross-selling of other products on 72 of
Sales Calls and 75 of Service Calls Each
cross-sell represents 200 pounds of revenue No
Up-Selling on products on more than 50 of
Service Calls Each up-sell represents 250 pounds
of Revenue
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Results Benefits
Improvement of Revenue per Call from 16 to 27 for
the entire center, leading to incremental client
revenues of GBP 4.5 million
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The clash of proprietary systems and seamless
management
QMS
Employee Portal
WFM
HRMS
TMS
Analytics
Call Mgt
Business Intelligence
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MpacT- Contact Center Business performance
management
MpacT (MphasiS performance and Collaboration
Toolset) offers a comprehensive, integrated and
intelligent business performance management
platform which helps contact centers to monitor,
manage and improve business performance on an
ongoing basis.
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3
2
1
Improve
Respond
Control
Monitor
Across departments, applications, locations
users.
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Functional Architecture of MpacT
Reports/Data
Dashboard
Web Client
Portal
Metrics and Analytics - Measuring and Monitoring
Business Activity performance Model
Business Rules Workflow
Integration- Application, Data, Events
Blue pumpkin/ IEX
Avaya/ Aspect..
Oracle/ Ramco
TramS
Verint/ Nice
Oracle
Quality
Finance
ACD
Transport
WFM
HRMS