Penalty Reduction & Reward Enhancement...• BPO – Business Process Outsourcing • RnP – Reward...
Transcript of Penalty Reduction & Reward Enhancement...• BPO – Business Process Outsourcing • RnP – Reward...
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Penalty Reduction & Reward Enhancement
Candidate: ASQ South Asia Team Excellence Award (SATEA), 2018
$1+ Million of Concentrix savings
on Penalty Avoidance
across multiple Client
Accounts
Excellence Award
for RnP Report
Automation for 2018
Key Strategic
Project for enhancing
Organizational
Revenue
Project on Revenue Maximization
© 2018 Concentrix Corporation Confidential 2
2nd largest provider of customer engagement services
We provide services in 10 key verticals,
with focus on five strategic
industries that are critical for clients
every day:
Automotive
Banking & Financial Services
Consumer Electronics
Energy & Public Sector
Healthcare
Insurance
Media & Communications
Retail & e-Commerce
Technology
Travel, Transportation & Tourism
2
© 2018 Concentrix Corporation Confidential 3
We are on course to be the greatest customer engagement services company in the world, rich in diversity and talent …
… and we will get there by embracing our culture.
Agenda
4
05
04
03
02
01
Project Walkthrough
Project Team and
Stakeholders
Project Framework
Project Background and
Purpose
# - #
# - #
# - #
# - #
# - #
Project Overview
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1. Project Background & Purpose
1.01 Organizational Approach to Project Planning
1.02 Project Identification Process (General)
1.03 Project Selection Process (General)
1.04 Project Selection (Specific)
1.05 Project Goals and Benefits
1.06 Success Measure/Criteria Identified
This material is confidential and proprietary to Concentrix. No part of it may
otherwise be used, disclosed, circulated, quoted, or reproduced by any other
person or for any other purpose without prior written approval from Concentrix. If
you are not the intended recipient of this material, you are hereby notified that
such use, disclosure, circulation, quotation, or reproduction is strictly prohibited
and may be unlawful
© 2018 Concentrix Corporation Confidential 6
INDEX – Frequently Used Terms & Abbreviations
• CNX – Concentrix Pvt. Ltd. • BPO – Business Process Outsourcing • RnP – Reward & Penalty • VOC – Voice of Client • MLOTT – Money Left On The Table • OI – Operating Income • NSD – No Surprise Dashboard • E2E Assessment – End-to-End Assessment • CRM - Customer Service Accounts (Customer Service) • IV - Industry Vertical • LOB – Line of Business • DPE – Delivery Project Executive / Operations Lead • DE – Delivery Excellence • PRR – Positive Response Rate • NRR – Negative Response Rate • HMD – How’s My Driving (Customer Experience) • FMEA – Failure Mode Effect Analysis • RCA – Root Cause Analysis • PDCA – Plan – Do – Check – Act
• DMAIC – Define – Measure – Analyze – Improve – Control • DMADV – Define – Measure – Analyze – Design – Verify • BGV – Back Ground Verification (Account type) • NVA – Non Value Add • VA - Value Add • IT - Information Technology • KPI - Key Performance Indicators • TQ-BQ - Top Quartile-Bottom Quartile • S.M.A.R.T. - Specific-Measurable-Achievable-Realistic-Timely • SIPOC - Supplier-Input-Process-Output-Customer • CTQ - Critical To Quality • ARMI - Approver-Resource-Member-Interested Party • SME - Subject Matter Expert • AOD - Absent on Duty • MRR Report - Client Metric Report • MSA - Measurement System Analysis • WFM - Work Force Management • CSA - Customer Service Associate • MKT - Members Knowledge Test
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© 2018 Concentrix Corporation Confidential 7
Organization Goals
1.01 Organizational Approach to Project Planning
• Improved Efficiency
• Optimum Utilization
• Cost Optimization
• OI% Enhancement
• Market Opportunities
• Technology Spread
• Revenue & Income
Growth
RAMP
• Reward Amplification
• Minimizing Penalty
• Positive Client VoC
• Fulfillment of Customer
Needs
• Promotor VoC Score
• ZERO MLOTT
Opportunity
• Advance the revenue by
Optimization of MLOTT
• Being preferred business
partner through
Innovation
• Innovation Score under
promoter category
Strategy Goal R&P Optimization Promotor - Client VoC
Organization Goals
Revenue Optimization Innovator & Preferred
Business Partner
VoC – Voice of Client MLOTT – Money Left On The Table OI – Operating Income
To identify any project opportunity – CNX team
review & assess the Organization goal.
© 2018 Concentrix Corporation Confidential 8
Project Planning Methodologies
1.01 Organizational Approach to Project Planning
• Inputs from Annual
Strategy Meet
• Projects on Key
Growth/Biz Goals of -
Organization
Strategy Meet • Feedback
received in
periodic business
reviews
Biz Review
• Half-yearly Survey
Score
• VoC from Key Business
Partners
Client VoC
• Review of MLOTT
Report & project
metric selection
MLOTT
• Ideation Process
through Account
Innovation Council
• Idea Feasibility &
Impact Study
Innovation Council
• Monthly Report of
NSD ―No Surprise
Dashboard‖
• R&P Metric
Selection
NSD Review
• E2E account assessment of
Top/Critical Account
• Project Opportunities
Identification basis
Effectiveness & Efficiencies
Improvement
End-to-End Assessment
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Project Selection Methods `̀ `̀ `̀ `̀ `̀ ̀
`̀ `̀ `̀ `̀ `̀ ̀
`̀ `̀ `̀ `̀ `̀ ̀
`̀ `̀ `̀ `̀ `̀ ̀
NSD – No Surprise Dashboard VoC – Voice of Client E2E Assessment – End to End Assessment MLOTT – Money Left On The Table
Various methodologies to identify the project
opportunities taken into consideration in project
planning stage (of course, inline with
organization goal)
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© 2018 Concentrix Corporation Confidential 9
Quantification, Impact & Timeframe of the Project Opportunity – The Expected Result
1.02 Project Identification Process (General)
Problem/Opportunity
Identification &
Quantification
Similar Initiatives and/or Best
Practices Implemented
Objective
/ Expected
Results
Project
Timeframe
© 2018 Concentrix Corporation Confidential 10
1.02 Project Identification Process (General)
Steps for Project Identification Process
• Problem/Opportunity Identification –
A good project is with a significant
problem/opportunity definition. It is important
to identify the problem for customer, client
and/or business.
• Similar Initiatives and/or Best Practices
Implemented –
This helps to learn from previous lessons &
challenges. Also, get new ideas to improve
project design.
Steps for Project Identification Process
• Project Timeframe –
To determine the time to reach the
established objectives. Also, the lead time for
kickstart & coordination with various
stakeholders involved.
• Evidence and/or data to support
identified problem –
Research of data & evidence through
statistics, survey results, pervious reports
etc.. Also, the validation of problem extent.
• The objective and/or expected results –
To reflect on what to achieve and how. To be
realistic & it’s recommend to tale attainable
targets
• Key Stakeholder’s Approval & Business
Value –
To know right stakeholders for support, probe-
idea-clarification & approval on problem. Also,
evaluate the value to business.
Quantification, Impact & Timeframe of the Project Opportunity – The Expected Result
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© 2018 Concentrix Corporation Confidential 11
Project Selection Process
1.03 Project Selection Process (General)
Significant Impact
Significant Impact
of the problem /
Opportunity for
Customer, Client
and / or business
Solution Known /
Implemented
Is the solution
known or has a
similar initiative
been executed
Strategic Alignment
The identified
problem is
aligned with the
strategy /
business goals /
customer demand
/ client VoC
Project Sponsor &
Approval
Project sponsor’s
approval on
project goal, team
& budget
(Resource and /
or Financial)
ROI & Project
Benefits
Significant ROI
and Project
Benefit ($ benefit
or Customer
Experience) to
Customer / Client
/ Business
Project Timeframe
Project execution
timeframe to be
appropriate for
execution and
reaping the
benefits on time.
$
© 2018 Concentrix Corporation Confidential 12
$381 $407 $477
$676
$884
$105,409 $105,632
$106,597
$109,249
$110,791
$102,000
$103,000
$104,000
$105,000
$106,000
$107,000
$108,000
$109,000
$110,000
$111,000
$112,000
$0
$2,000
Q 1 ' 1 7 Q 2 ' 1 7 Q 3 ' 1 7 Q 4 ' 1 7 Q 1 ' 1 8
PENALTY / REVENUE ($K)
Penalty - Total Total Revenue
Why To Do Project on Penalty Reduction ? Penalty – 2017 Vs 2018
Takeaway • The project on Penalty Reduction & Reward
maximization is of key importance as there was an increase in Penalty on a quarterly basis, and there was a need to investigate the reason for a steep increase in Penalty and plug the gaps to avoid any further revenue losses
* All the amount mentioned below is in $K
$256 $259 $271
$533
$711 $67,986
$67,467 $67,902
$69,686
$71,015
$65,000
$66,000
$67,000
$68,000
$69,000
$70,000
$71,000
$72,000
$0
$2,000
Q 1 ' 1 7 Q 2 ' 1 7 Q 3 ' 1 7 Q 4 ' 1 7 Q 1 ' 1 8
PENALTY / REVENUE-CRM ($K)
Penalty - CRM Revenue - CRM
1.04 Project Selection (Specific)
Steep Increase in
Penalty
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© 2018 Concentrix Corporation Confidential 13
~ 31% Penalty Contribution
** Only Applicable RnP accounts
Data Considered from Dec 2016 to Nov 2017
CRM Accounts • e-Commerce 1 • Telecom • e-Commerce 2 • Mobile Product 1 • Mobile Product 2
IV Accounts • Claims Processing • Health Insurance • Banking 1 • Banking 2 • Banking 3
Industry Segmentation
All Accounts Live Accounts
Total Penalty ($K)
Total Reward ($K)
Total Accounts Studied**
Zero Penalty Accounts
Penalty Paid Account
Live Accounts
Zero Penalty in Q4 or
Amount < 20K
Live Accounts-In
Scope
Total LOBs-In Scope
Unique Metric LOB
Combination
CRM $ (1,318) $ 2,799 38 12 26 16 11 5 95 134
IV $ (621) $ 1,672 14 6 8 8 3 5 19 38
Total $ (1,939) $ 4,471 52 18 34 24 14 10 114 172
Total
Penalty
Paid 1.93 M (2017)
Penalty Landscape @ Account – LOB – Metric Level
1.04 Project Selection (Specific)
Project In-Scope
Accounts
© 2018 Concentrix Corporation Confidential 14
Prioritization of Accounts - 1.93Mn Penalty Paid for 2017
Details e-Comm 1 Healthcare Telecom e-Comm 2 Banking
Penalty Contribution 36% 16% 11% 7% 7%
Penalty Given ($ K) 625 279 195 128 126
Reward Actual ($ K) 919 576 30 15 546
Net-Off ($ K) 350 453 (88) (59) 451
Reward Potential ($ K) 2,331 TBC 1,980 TBC TBC
Opportunity Loss ($ K) 1,412 TBC 1,892 TBC TBC
Key Callouts • 93% penalty contributed by Top 10 Accounts of CNX
India • 5 CRM Accounts (61%) (EComm-1, Telecom,
EComm-2, Consumer Electronics, BGV) • 5 IV Accounts (32%) (Healthcare-1, Healthcare-2,
Insurance-1, Banking-1, Banking-2)
• 16 accounts did not have any penalty in Q4 2017 • Phase -1 focus on top 5 CRM accounts
• Net-Off = Reward Actual – Penalty Actual
• Opportunity Loss = Total Reward Potential – Net-off
Data Considered from Dec 2016 Till Nov 2017
1.04 Project Selection (Specific)
625
279 195
128 126 96 68 45 23
0
100
200
300
400
500
600
700
Penalty ($K)
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© 2018 Concentrix Corporation Confidential 15
RnP – Benefits & Goals
1.05 Project Goals and Benefits
Penalty Reduction &
Reward Maximization
Project Goals & Benefits
GOALS
BENEFITS
STUDY
KPIs
Timeframe
ACTIVITIES
TASKS
• Framework Development
& Deployment
• Data Collection Plan
• Strategic Analysis
• Metric Deep Dive
Analysis
• Improvement
Implementation
• Study the current
Reward & Penalty
and share the
improvement
opportunities for
optimization
• Explore options for
NVA reduction,
solutioning & report
automation
opportunities.
• Data Collection & Analysis Study – 8 to
12 Weeks
• Pilot Execution, Deployment /
Implementation – 8 to 12 Weeks (from
Dec’17)
Revenue Increase
• Minimize Penalty &
Maximize Rewards
• Reduction in Organization
Cost
• Improve Client VOC
© 2018 Concentrix Corporation Confidential 16
Project Success to Organization Goal Achievement
1.06 Success Measure / Criteria Identified
Penalty REDUCTION
$
Revenue ENHANCEMENT
STRATEGY GOAL
ACHIEVEMENT
• Penalty Reduction
• Reduce Penalty across multiple accounts and bring it down near Zero
• Standardization & Well-Integrated Practices
• Re-design the Reward & Penalty Reporting Structure basis the requirements & needs in
current (automation) era compared with the manual era
• Reward Optimization
• Optimized Reward to improve Organization Revenue
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2. Project Framework
This material is confidential and proprietary to Concentrix. No part of it may
otherwise be used, disclosed, circulated, quoted, or reproduced by any other
person or for any other purpose without prior written approval from Concentrix. If
you are not the intended recipient of this material, you are hereby notified that
such use, disclosure, circulation, quotation, or reproduction is strictly prohibited
and may be unlawful.
2.01 Concise Project Statement
2.02 Type of Project
2.03 Scope Statement
2.04 Assumptions/Expectations
2.05 Project Schedule/High-Level Plan
2.06 Budget (Financial or Resource)
2.07 Risk Management
© 2018 Concentrix Corporation Confidential 18
1 2
3 4
5
6,7
Project Framework
To Reduce the Penalty across through optimized
design, implement & drive performance
Project Statement
Project Scope – In-scope Prioritization of
Top contributor accounts impacting
Organization Penalty
Scope Statement
PDCA Drive – Plan, Do, Check & Act
Six Sigma Drive – Define – Measure –
Analyze – Improve - Control
Project Type, Phases & Activities
Type of Project
Budget (Financial or Resource)
Resource Budget & Risk
Management
Listing / understanding Project Expectations and
the underline assumptions to better project
management
Assumptions / Expectations
Approach defined & Gantt Chart to
govern project
Project Schedule / High-level Plan
01
02
03 04
05
06 & 07
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© 2018 Concentrix Corporation Confidential 19
Project Statement 2.01 Concise Project Statement
At Concentrix, we serve multiple client accounts across various industry verticals through
multiple channels. The performance across these accounts are gauged through different KPIs
segmented into SLAs – Service-Level Agreements & SLOs – Service-Level Opportunities. The
clients have different Rewards & Penalties levied basis the achievement of the agreed targets.
These accounts are called as RnP bearing accounts. There is a need to investigate and
understand the key factors impacting RnP negatively and an opportunity to optimize the same.
Business Case
For 2017, across PAN India, 52 accounts were studied and it was established that we paid a
huge penalty of $1.93Mn across various RnP bearing accounts. Out of 52 accounts, there were
34 accounts in which the penalty was paid, of which only 24 are Live as of Nov 2017. These
accounts were further split into LOBs & Metric combinations to understand the dynamics. There
were 161 Unique combinations of Account – LOB – Metric. These need to be studied further for
prioritization.
Problem Statement
Goal Statement
The goal of this project is to Study the current Reward & Penalty and share the improvement
opportunities for optimization. Explore options for NVA reduction, solutioning & report
automation opportunities.
1 2
3 4
5
6,7
© 2018 Concentrix Corporation Confidential 20
Drive the Metric to Optimum Levels
for minimum Penalty Impact and
Maximum Rewards
Understand the current Penalty
impact and reduce the same
through Continuous Improvement
levers / tools
Continuous Improvement & Design Transformation
2.02 Type of Project
This project was a blend of Continuous Improvement and
Design Transformation
Why it was Continuous Improvement
Re-assess current Reporting
Structure and automate for
Business Intelligence & quick
actioning
Re-design standardized support
structure for future readiness (for organic / inorganic growth)
Why it was Design Transformation
Study on the requirements &
need of support structure
Basis the need & task requirement –
Re-define the support structure &
roles of each support staff category
Identify the reason for high
variation and low Metric
performance across multiple
Accounts / LOBs
Drive the Metric to Optimum Levels for
minimum Penalty Impact and
Maximum Rewards
DT1
DT2
CI1
CI2
1 2
3 4
5
6,7
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© 2018 Concentrix Corporation Confidential 21
Project Scope – In-scope Prioritization
2.03 Scope Statement
• All applicable RnP accounts studied to prioritize and do the project scoping
• Multiple Account-LOB-Metric Combinations in the scope of the study basis the
impact of Penalty
** Only Applicable RnP accounts
Total
Penalty
Paid 1.93 M (2017)
Project In-Scope
Accounts
1 2
3 4
5
6,7
© 2018 Concentrix Corporation Confidential 22
Assumptions & Expectations
2.04 Assumptions/Expectations
Assumptions
• Accounts with Reward & Penalty applicable taken into the scope of the project
• Accounts even for Contract Renewal considered in the scope of the project as
there may be an opportunity for improvement
• Unique combination of Account – LOB – Metric will be taken only once as it is
specific to that account
Expectations
• Strategic Execution of the project by formulating the Approach, Framework,
and Governance
• Execute Tactical solutions to reduce penalty and enhance rewards
• Reporting Standardization for an analytical and business intelligence on the
Reward & Penalty data
1 2
3 4
5
6,7
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© 2018 Concentrix Corporation Confidential 23
Stage & Activity
General Details Data
Collection Plan
Strategic Analysis
LOB Metric Deep Dive Analysis
Improvement Implementati
on
Account LoB Location Metric
# of LOB - Metric
Combination
DE Owner
o RnP Data
Collection on LOB &
Metric
o Trend, Segmentation Analysis
o First Cut Analysis
o End-to-End
Analysis Study
o Action Plan Implementati
on
E-Comm-1
CS .IN Gurgaon PRR 1 Vivek Done Done Done 20-Mar-18 4-May-18 Legend
CS US, UK Multi
Location PRR 2 Vivek Done Done 8-Mar-18 28-Mar-18 12-May-18 Done
CS FLP Multi
Location PRR 2 Ankur Done Done Done 12-Mar-18 26-Apr-18 WIP
CS Digital Gurgaon PRR 6 Ankur Done Done Done 15-Apr-18 30-May-18 Possible
Delay
SS Gurgaon PRR 5 Vivek Done Done 28-Feb-18 20-Mar-18 4-May-18 Delayed
E-Comm-2
CS, CMB SS (L1 & L2) RMT(L1)
Pune / Bangalore
Resolution Rate
1 Raja Done Done Done Done 28-Feb-18
CS, CMB SS, RMT
Pune / Bangalore
External PCD
1 Raja Done Done Done 13-Feb-18 28-Feb-18
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LOB-Metric Status Update / Project Governance 2.05 Project Schedule/High-Level Plan
A detailed project plan to have better governance on the project
1 2
3 4
5
6,7
And many more…
© 2018 Concentrix Corporation Confidential 24
Resources Planning 2.06 & 2.07 Budget (Financial or Resource)
Resources Budget
Project Sponsor
Project Champion
Project Mentor
Project Leader
Cross Functional
Team
# Domain
Account Name
Location Data SPOC DE Black Belt Operations Leader Operations Executive
Leader
1 CRM E-Comm-1 Gurgaon Aman Gupta Vivek Gupta Tapsi Azaad/ A Jethin / Aman Jain / Aman Kaushik
Vivek Dutta /Jyoti Kanta Panda/Aditya Gambhir
2 IV Healthcare
-1 Gurgaon/Pun
e Sudhir Kashkari Mohit Juyal
Sumit Sharma/Audrey Dmonte
Sanil Mehra
3 IV Healthcare
-2 Gurgaon
Gagandeep Kochhar
Amit Updhyaya Vineet Unny / Tushar Choksi
Gagandeep Kochhar
4 CRM Ecomm-2 Pune /
Bangalore Amol Sathe Raja Banerjee Pankaj Chadha Pankaj Chadha
5 IV Banking-1 Vizag/Chandi
garh Sudha Manjeev Sabherwal -
And many more…
1 2
3 4
5
6,7
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3. Project Team & Stakeholders
This material is confidential and proprietary to Concentrix. No part of it may
otherwise be used, disclosed, circulated, quoted, or reproduced by any other
person or for any other purpose without prior written approval from Concentrix. If
you are not the intended recipient of this material, you are hereby notified that
such use, disclosure, circulation, quotation, or reproduction is strictly prohibited
and may be unlawful
3.01 Stakeholders and How Identified
3.02 Project Champion
3.03 Project Team Selection
3.04 Team Preparation
3.05 Team Routines
© 2018 Concentrix Corporation Confidential 26
Stakeholders, Project Funding, Oversight & Governance
3.01 – 3.03 Stakeholders, Project Champion & Project Teams
Project Leader (MBB) Project Leader CNX MBB
Black Belts
Project Mentors / Stakeholders
Operations Team
Training & Transaction Quality
WFM Team
Power BI Automation Team
We
ekly
co
nn
ect
Fort
nig
htl
y co
nn
ect
Executive Leaders – Country Leader
Executive Sponsor F. Function Leader
Project Champion G. Vertical / Functional Leader
Steering Committee:
Account Manager Concentrix
Mo
nth
ly c
on
ne
ct
Single Point of Contact Drive Continuous Improvement Ensure Sponsorship Stakeholder Engagement Collaboration / Partnership Facilitate Access Council Governance
Project Leader’s Role
Concentrix RnP Project Governance Council
Sponsor’s Role
Champion’s Role
Approve Project Funding
Strategic Alignment, Advocacy, Project Governance
Project Team
Executive Leader : Ravinder Rana – Country Leader
Sponsor: Ratna Puri – Director, Delivery Excellence & Transaction Quality
Leader
Mentor : Gaurav Prakash – Global Delivery Excellence Leader
Project Leader: Ankur Midha – DE Lead, Master Black Belt
Team : (Cross Functional & Competency Team)
14
© 2018 Concentrix Corporation Confidential 27
Project Governance Council & Methodologies Applied
3.01 – 3.03 Stakeholders, Project Champion & Project Teams
Master Project Leader (Six Sigma Master
Black Belt)
Project Leaders (Six Sigma Black /
Green Belts)
Team Members (Operations, Training, Transaction Quality,
WFM, etc.)
10
172
30
Accounts
LOB-Metric Combinations
In-Scope Projects
Pyramid Approach
PD
CA
D
MA
IC
This project is an amalgamation of multiple
Black & Green Belt Projects that were run
by individuals / teams to reduce the Penalty
across the accounts by improving the
Metrics.
© 2018 Concentrix Corporation Confidential 28
Project team worked out of different locations in India
3.04 Team Preparation
Project Sponsor
Operations, Quality
Project Champion
India
Master Black Belt (DE)
Project Black Belts
Automation Team
15
© 2018 Concentrix Corporation Confidential 29
Environment in which the project team functioned
3.05 Team Routines
Emails, Meetings & Video Conferencing
Outlook / Skype for Business – Office 365 Polycom Gatekeeper / Real Presence Desktop
Workshops, Trainings Board Room, 5th Floor, Bldg. 14, Gurgaon
File Sharing with Access Control
SharePoint Site – on Concentrix Source – Minutes of all Internal and Client Meetings – Activity & Risk Assessment Tracker – Design / Architecture documents – Backlog, Sprint, Release Details – Required Approvals – SOW drafts
Travel (Mostly by Project Leads)
Workshops, IT Technical Assessments Business Meetings with Client
– As per Concentrix Global Travel Policy
Governance / Meetings Organization Bridge
© 2018 Concentrix Corporation Confidential 30
Communication routines for the project team
3.05 Team Routines
Frequency
Ad-hoc Daily Weekly Fortnightly Monthly
Project
Champion
Handle escalations Project Review Meeting
with Project Team
Sort any project
challenges
Resolve outstanding or
―parking lot‖ items with
stakeholders and
Governance Council
Master
Black Belt
Support project team on
Lean Six Sigma tools
and techniques
Planning, co-ordination,
follow-ups with Project
Team on deliverables
Share project update to
core Project Governance
Council
Share a consolidated
view of project updates
with all stakeholders
Black Belts
/ Mentors
Workshops &
meetings—mapping
processes, provide
and review inputs, etc.
Participate in project
related activities
Resources
– Project
Leader,
WFM,
Quality, etc..
Provide the requested
data for analysis, etc..
Meeting with various team
members to conduct
project related activities like
process mapping, RCA,
recommendations, etc..
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© 2018 Concentrix Corporation Confidential 31
Structure of a typical review with Project Champion
3.05 Team Routines
Activity Tracker
Financials
Wrap-Up
Time
10 mins
What Led By
10 mins
20 mins
15 mins
10 mins
Status Update on Open Items Update on “Parking Lot” items earlier reserved
for discussion with steering committee
Review of project financials Billable hours, details of cross-charge Actual vs. Plan
Review of project plan—updates on project items completed, delayed and roadblocked Update on rule creation & maintenance FMEA items Status update on Project Deep Dive &
Reporting Structure Automation New or “developing” risks / support required FMEA items
Review of activities to be prioritized / completed in next couple of weeks
Motion of thanks
Project Champion
Black Belt
Black Belt, Analytics SME
Automation Champion, MBB Project Lead
Project Champion
Project Plan
Deep Dive
4. Project Overview
This material is confidential and proprietary to Concentrix. No part of it may
otherwise be used, disclosed, circulated, quoted, or reproduced by any other
person or for any other purpose without prior written approval from Concentrix. If
you are not the intended recipient of this material, you are hereby notified that
such use, disclosure, circulation, quotation, or reproduction is strictly prohibited
and may be unlawful
4.01 Project Approach
4.02 Tools Used Throughout Project
4.03 Tool Output At Different Stages of Project
4.04 How Team Was Prepared to Use the Tools
4.05 Dealing with Project Risk
4.06 Encountering and Handling Resistance as a Risk
4.07 Stakeholder Involvement in Project
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© 2018 Concentrix Corporation Confidential 33
ACT
4
Improvement Implementation o Governance Structure –
Bi Weekly Cadence o Solution Guidance &
Team Alignment o Standardized Reporting
Structure o Action Planning from
the Operations team
RnP Optimization Project Approach
CHECK
3
Improvement Implementation o Target Achieved (%
met) o RCA o Probable Factors o Recommendations
PLAN
1
Framework Development & Deployment o Study Existing RnP data o Phase-wise Scoping
o Phase 1 – Reduce Penalties to Zero
o Phase 2 – Maximize Rewards
o Data requirement map creation
DO
2
Data Collection Plan & Analysis o RnP Metric Mapping
with Penalty Paid o Operational Definition
for Metrics & RnP o Data Collection
template design o Performance Trend
Analysis o Segmentation Analysis
• Goal:- Focus on RnP optimization by reducing Penalty and maximizing Reward. The project will help create strong guidelines and a robust structure for faster improvement of the KPIs and rapid action implementation.
• Scope – Top accounts contributing 80% of penalty.
Overview:
Total
Penalty
Paid 1.93 M (2017)
4.01 Project Approach
© 2018 Concentrix Corporation Confidential 34
Reward And Penalty Optimization Project Approach
4.01 Project Approach
Proposed Dates S.No. Stage Activity Start Date End Date Status
1
PLAN Framework Development
& Deployment
o Study Existing RnP data 10-Oct-17 20-Oct-17 Closed
2 o Phase wise Scoping - Phase 1 – Reduce Penalties to Zero 23-Oct-17 27-Oct-17 Closed
3 o Data requirement map creation 30-Oct-17 4-Nov-17 Closed
4
DO
Data Collection Plan
o Data Collection template design 4-Nov-17 4-Nov-17 Closed
5 o RnP Data Collection on LOB & Metric Mapping, Operational definition, Segmentation
6-Nov-17 10-Nov-17 Closed
6
Strategic & Metric Deep Dive Analysis
o Trend Analysis 13-Nov-17 18-Nov-17 Closed
7 o Segmentation Analysis - LOB, Account, Competency level 20-Nov-17 23-Nov-17 WIP
8 o Target Achievability Check (% Met & Volume) 24-Nov-17 25-Nov-17 WIP
Metric Prioritization
9
CHECK Improvement
Implementation
o RCA & Probable Factors 28-Nov-17 1-Dec-17 WIP
10 o Recommendations & Action Planning 1-Dec-17 8-Dec-17 Yet To Start
11
ACT Improvement
Implementation
o Governance Structure – Weekly / Bi Weekly Cadence 4-Nov-17 4-Nov-17 WIP
12 o Toolkits Designing for Solution Architecture 8-Dec-17 28-Dec-17 Yet To Start
13 o Solution Guidance & Team Alignment 1-Jan-18 30-Apr-18 Yet To Start
18
© 2018 Concentrix Corporation Confidential 35
Operative Rigor
• Awareness with Operations team on faster RnP Metrics turnaround
• Use of simpler tools/ Analysis for improvement like Agent BQ Management, Refresher sessions, etc.
• Quick Win Implementation
Business Process / Technology Change
• Specialized team to do RCA
• Implement recommendations basis identified Potential Xs
• Involve Technology team, if any automation required
• Business Case for Client Showcasing and validation on any Business Process-related changes
Re-Baseline / Re-Design
• Baseline Toolkit
• Re-baselining activity for RnP Metric
• Business Case for Client alignment
• Client Sign-off on the New Baseline / any change in methodology / Design / structural changes etc.
Bi Weekly / Monthly Cadence & Structured Reporting for Effective RnP Management
Not Met % 0 to 40% 40 to 80% 80 to 100%
Deep Dive Analysis (LOB / Metric)
Continuous Improvement Framework 4.01 Project Approach
© 2018 Concentrix Corporation Confidential 36
Approach & Components – Operative Rigor
• Performance tracking & reporting
• End to end process mapping, flow & understanding
• NVA / VA Identification
• Quick Wins / Lean Implementations
• Standardization
• Agent Work Map Understanding & Gap Identification
• Agent BQ Management
• Training Management – Training Need Identification to Learning Management
• Gamification & Incentivization123
• 123
Process Door
• Trend Analysis,
• Call Driver Analysis
• Call Type Segmentation analysis
• Issue Type segmentation
• Customer Segmentation
• Tenure Analysis
• Variation Analysis across agents & teams
• Time (Hour / Interval / Day / Month) Analysis
• Demographics Study
• Business Insights
Data Door
• Trend Analysis,
• Call Driver Analysis
• Call Type Segmentation analysis
• Issue Type segmentation
• Customer Segmentation
• Tenure Analysis
• Variation Analysis across agents &
teams
• Time (Hour / Interval / Day / Month)
Analysis
• Demographics Study
• Business Insights
• Performance tracking & reporting
• End-t- end process mapping, flow &
understanding
• NVA / VA Identification
• Quick Wins / Lean Implementations
• Standardization
• Agent Work Map Understanding & Gap
Identification
• Agent BQ Management
• Training Management – Training Need
Identification to Learning Management
• Gamification & Incentivization123
4.01 Project Approach
19
© 2018 Concentrix Corporation Confidential 37
Approach & Components – Business Process / Technology Change
Our methodology and support models are proven enablers to drive customer engagement and
additional process innovation and transformation for our clients.
Identify gaps to Concentrix
proven best practice process
models to establish business
value of improvement
Establish current business,
technology and process
maturity, assess against
performance benchmarks
Manage end-to-end process
execution against Concentrix best
practices, control framework and
benchmarks, feedback process
monitoring for further opportunities
Monitor performance at
granular level against
standards and
benchmark targets
Deploy innovative tools to
automate manual tasks and
drive productivity, quality
and outcomes
Create and extend innovation and
risk management across processes,
technologies, and people
Implement Monitor Improve
Analyze Understand
Contact Avoidance
Contact Deflection
Contact Routing
Contact
Optimization
Unstructured, Text Analytics
Speech Analytics
Predictive Analytics
Forecasting and Optimization
Advanced Analytics
Design
Customer Experience Revenue Generation Service Optimization
Customer Insights
Strategy and Operational Consulting
Process Optimization and Automation
4.01 Project Approach
© 2018 Concentrix Corporation Confidential 38
Deciding what to
do and when
Design and
build quickly
Deploy and
run efficiently
Continually
learn and tune it
Design Solutions
Re-Baseline Customer Journey Mapping
Performance Metric Met Validation (If
Not Met Continuously)
Performance Metric Met Validation at Agent Level for all
LOBs
Customer segmentation,
profiling & use case
Customer Engagement Management
Performance Metric Met Validation
across Network/All Vendors
New S.M.A.R.T. Goals to be defined
Statistically
As-Is Customer Experience
Assessment – phase-wise
experience mapping
Opportunity Identification – Personalization,
Experience, Loyalty, Retention
Performance Metric Met Validation at
Process Level for all LOBs
Client Agreement & Sign-off on the New
SMART Goals
Design Workshops / Journey Mapping
Potential Transformation
Phase-wise Implementation
Approach & Components – Re-Baseline & Re-Design 4.01 Project Approach
20
© 2018 Concentrix Corporation Confidential 39
Which tools were used and why?
4.02 Tools Used Throughout Project
Framework Development
• Focus Groups
• Effect Impact
• Brainstorming
• Governance Structure
Strategic Analysis
• Data Collection & Standardization
• Baselining
• Metric Evaluation Analysis
Metric Deep Dive
• Metric Evaluation Analysis
• Trend Analysis
• Segmentation Analysis – LOB, Account, Competency
• Target Achievability – Met/Not Met
Improvement Implementation
• Root Cause Analysis
• Probable Factors
• Recommendations
• Solution Guidance & Team Alignment
• Target Setting / Goal Setting
© 2018 Concentrix Corporation Confidential 40
Information gathered from tools at various stages
4.03 Tools Output at Different Stages of Project
Framework Development
• In-Scope Focus Accounts per Revenue mapping
• Penalty Impact on Revenue
• Account-LOB-Metric Scoping
• Governance Structure
Strategic Analysis
• Standardized Data collection
• Business Intelligence Reporting
• Baselining on Metric, Revenue & Penalty
• Metric Scoping
Metric Deep Dive
• Metric Prioritization for Projects
• LOB, Account, Competency mapping
• Target Achievability – Met/Not Met & Prioritization
Improvement Implementation
• Causes Identified
• Validated Probable Factors
• Recommendations
• Solution Guidance & Team Alignment
• Target Setting / Goal Setting
21
© 2018 Concentrix Corporation Confidential 41
We have a strong Quality DNA & Innovation Culture
4.04 How Team Was Prepared to Use the Tools
Strong team supporting CRM & IV clients: – Industry SMEs – Master Black Belts – Black Belts – Analytics Experts – Automation Experts – Change Management Experts
Optimizing processes & resources through
– Waste elimination (Lean) – Variability reduction (Six Sigma) – E2E Design (Reengineering) – Performance Management – Continuous Improvement
Consistent high performance
– Ensure business-critical measures meet and exceed client requirements consistently
Value add to client process
– Understanding upstream and down stream client processes and suggesting value-add to clients
Standard optimized process
– Drive organizational alignment, integrate silos
– Monitor and evaluate processes are delivering as planned
Innovation & Quality DNA Enhancement focusing on skills, behavior and mindsets
– Leadership role modeling – Alignment & communication – Deep skill sets – Execution Focus
In-house Training Programs
– Classroom Programs – Online Self-Paced Programs on
Concentrix University
Six Sigma Yellow Belt
Six Sigma Green Belt
Lean Thinking
Evolving Centers of Excellences
– Claim Processing – Claim Auditing – Renewals – Lead Warming Regularly conducting the following activities across a large client base
– Ideation campaigns – Baselining & Benchmarking – Maturity Assessments – Cross-pollination and standardization
of best practices across 7 competencies
Customer Focus People Focus Thought Leadership Global Team
© 2018 Concentrix Corporation Confidential 42
All risks expected initially were successfully mitigated
4.05 Dealing with Project Risk
Failure Modes and Effects Analysis
Item / Function Potential Failure Mode(s)
Potential Effect(s) of Failure SE
V
Potential Cause(s) / Mechanism(s) of Failure O
CC
Current Design Controls D
ET
RP
N Mitigating
Actions New
SEV
New
OC
C
New
DET
New
RP
N
Info Sec Approval from IT Team for Reporting Structure implementation
Delay in Info Sec Approval
Project will be delayed and will not be closed as per decided closure date
6 Not on priority list of IT’s Info Sec team
4 No insight of Info Sec priority list
6 270 The IT team is asked to put this on priority for Info Sec
6 1 1 6
RCA analysis & Potential Probable Factors
Incorrect RCA or delayed RCA
The issue will not be resolved or the Project will get delayed
9 Not following the correct Six Sigma methodology
3 Cannot be detected before conducting the sessions to identify RCA
7 189 Use Six Sigma guidelines to identify RCA and probable factors
9 4 1 36
Recommendation implementation and faster execution
Delay in implementation of the proposed recommendations
Penalty Metric will be impacted negatively and may also lead to delay in Project Closure
9 Not on priority for the stakeholders to implement the recommendations
8 Fortnightly cadence with stakeholders
2 144 Strict Governance between all the stakeholders and the leadership team
9 2 2 36
NOT EXHAUSTIVE
22
© 2018 Concentrix Corporation Confidential 43
Stakeholders’ concerns were identified and addressed
4.06 Encountering and Handling Resistance as a Risk
Stakeholders Detractor Passive Promoter Issues / Concerns Influencing Strategy
A. Client Executive
B. Client Ops Manager
F. Vertical Leader Negative Impact of Penalty and how to mitigate faster
Discussed scope of Project including implementation strategy and logistics to gain high savings
G. Operations Leader Not aware of impact Discussed scope of Project including implementation strategy and logistics to gain high savings
H. Asset Manager
I. Acct Mgmt. Leader
J. DE Leader
K. Info Sec Leader Confidential - should not leak
Agreed to share detailed architecture & reporting structure
L. Development Leader Not on priority list Top-down approach: project importance communicated. Outlined specific support items for development of Automated Reporting
© 2018 Concentrix Corporation Confidential 44
Stakeholder involvement enriched our project
4.07 Stakeholder Involvement in Project
Project Sponsor: Performed as an enabler in the Change Management
Champion: Governed it end to end in periodic reviews
04. Action
for transformation
Mentor: Helped in formulating the implementation strategy
Champion: Partnered in performance review & monitor
03. Formulate
strategy
Mentor: Helped review the Project outcomes and guided on the next steps
RnP Project Lead: Helped in analyzing the PAN India Reward and Penalty data and prioritize the workable Account-LOB-Metric combination. Also, set up the governance to track the progress of the projects
Project Lead: Helped in analyzing process-level data to find the probable causes and recommendations
02. Conduct
analysis
Project Sponsor: Personally championed the project In-scope & account selection
Champion: Partner with project leader to get the required approvals from various accounts &business stakeholder Project Account Lead: Helped in identification of task requirement from each role
01. Evaluate
situation
23
5. Project Walkthrough
This material is confidential and proprietary to Concentrix. No part of it may
otherwise be used, disclosed, circulated, quoted, or reproduced by any other
person or for any other purpose without prior written approval from Concentrix. If
you are not the intended recipient of this material, you are hereby notified that
such use, disclosure, circulation, quotation, or reproduction is strictly prohibited
and may be unlawful
5.01 Data-Driven Project Flow
5.02 Solution Validation
5.03 Solution Justification
5.04 Results
5.05 Maintaining the Gains
5.06 Project Communication
© 2018 Concentrix Corporation Confidential 46
Account Wise RnP Trends – 2017 Vs. 2018
Take Away Telecom-1, Healthcare-1 & Healthcare-1 contributing to 82% of the Penalty Amount for Q1’2018 | Healthcare-2, E-Comm-1 contributing to 83% of Reward Amount for Q1’2018
5.01 Data-Driven Project Flow
Q1'17 Q2'17 Q3'17 Q4'17 Q1'18
1 Telecom 34,070 0 (93,503) (135,216) (349,206)
2 E-Comm (191,946) (81,991) (54,494) (296,156) (263,147)
3 Healthcare (81,852) (66,190) (71,652) (59,756) (113,706)
4 Consumer Electronics (12,434) (18,002) (9,657) (27,456) (48,539)
5 Banking (30,055) (31,453) (32,055) (32,899) (32,908)
6 E-Comm (25,344) (26,547) (31,823) (44,542) (24,383)
7 Banking (13,360) (16,488) (1,612) (13,655) (13,949)
8 Telecom 3,054 (4,560) (8,412) (3,988) (10,328)
9 Healthcare 0 0 0 0 (6,897)
10 E-Comm 0 0 0 (1,178) (6,235)
11 BGV (4,901) (368) (4,940) (13,175) (5,678)
12 Healthcare 0 (3,000) (88,144) (5,000) (5,000)
13 Consumer Electronics (2,212) 0 0 (539) (1,985)
14 MMTL (833) (2,294) 0 0 (1,234)
15 Insurance 0 (3,636) (1,000) (8,934) (326)
16 Insurance (1,787) (345) (614) (551) (144)
(381,357) (407,261) (476,632) (676,353) (883,664)
# AccountPenalty
Q1'17 Q2'17 Q3'17 Q4'17 Q1'18
Healthcare 251,402 407,515 336,279 495,544 471,681
E-Comm 367,993 239,043 100,644 182,168 216,311
Consumer Electronics 139,482 174,750 118,564 112,840 106,604
Consumer Electronics 43,262 48,104 45,372 47,657 54,038
E-Comm 16,659 58,340 50,636 42,206 41,707
Healthcare 14,113 18,268 23,417 23,876 21,656
E-Comm 6,368 11,324 10,566 1,256 21,456
Consumer Electronics 0 0 4,413 10,048 21,346
Telecom 5,220 9,189 1,385 15,843 20,022
Insurance 49,050 40,588 24,415 32,026 13,041
E-Comm 7,777 7,037 9,316 1,207 9,392
Healthcare 5,109 6,676 5,961 6,666 6,355
BGV 0 425 0 2,762 5,976
Consumer Electronics 2,689 9,424 27,398 8,397 4,636
E-Comm 5,310 3,171 10,164 4,524 4,299
Consumer Electronics 14,075 18,525 8,147 21,371 3,947
E-Comm 1,807 1,252 663 1,243 1,494
995,759 1,096,282 1,274,015 1,105,326 1,023,959
AccountReward
24
© 2018 Concentrix Corporation Confidential 47
E-Commerce Client
© 2018 Concentrix Corporation Confidential 48
E-Comm-1 CS – RnP Management – CI Approach
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Key Callouts • E-Comm-1 Customer
Support’s 25 Sub-LOBs mapped basis PRR Not Met % Vs. Average Volume (Month on Month)
• Solutions approach segregated basis logical criteria like Not Met % & Volume contribution
• Solution Type • Operative Rigor • Business Process /
Technology Change • Re-Baseline / Re-Design
• Further investigation might be required for better understanding
• Action-driven governance toward improvement to be implemented
BUSINESS PROCESS / TECHNOLOGY CHANGE
OPERATIVE RIGOR
Data Considered from Dec 2017 Till Sept 2017 (Q3)
2 5
E-Comm-1 Customer Support – PRR Not Met % & Average Volume Distribution
18
Target Not Met Twice in Last 3 Months (Average Delta)
(-0.3%)
(-0.3%)
5.01 Data-Driven Project Flow
25
© 2018 Concentrix Corporation Confidential 49
E-Comm-1 SeSu – RnP Management – CI Approach
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45000
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E-Comm-1 Seller Support – PRR Not Met % & Average Volume Distribution
Not Met %
Ave
rage
Vo
lum
e D
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ibu
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n
Key Callouts • E-Comm-1 Seller Support’s 13
Sub-LOBs mapped basis PRR Not Met % Vs Average Volume (Month on Month)
• Solutions approach segregated basis logical criteria like Not Met % & Volume contribution
• Solution Type • Operative Rigor • Business Process /
Technology Change • Re-Baseline / Re-Design
• Further investigation might be required for better understanding
• Action-driven governance toward improvement to be implemented
RE-BASELINE/ RE-DESIGN BUSINESS PROCESS / TECHNOLOGY CHANGE
OPERATIVE RIGOR
Data Considered from Dec 2017 Till Aug 2017 (Q3)
7 2 2 2
Non-Active Target Not Met Twice in Last 3 Months
(-18.2%)
(-4.6%) (-1.2%)
(-20.9%)
(-20.1%)
(-5.4%)
(-4.7%)
(-3.9%)
(Average Delta)
(-24.6%)
5.01 Data-Driven Project Flow
© 2018 Concentrix Corporation Confidential 50
Walkthrough – Recap of Tools Used and Data Output
5.01 Data-Driven Project Flow
Control Improve Analyze Measure Define
CTQ Drill Down tree: Breaking a bigger problem into smaller ones
ARMI: Level of Participation and Support of stakeholders
S-I-P-O-C: high level process map & list of stakeholders
Develop a Project Charter: Business Case, Problem and Goal Statement
Gantt Chart: Project tasks, status, resources assigned, timelines, dependencies
Measurement System Analysis : Understand actual process variation
Data collection Plan: Strategy for collecting reliable data (Output and Input Variables)
Fishbone Analysis: Categorized list of scenarios
HMD Audit & Analysis: People and Policy Defects
Control Impact Matrix: Separate the vital Xs from trivial many
Hypothesis testing: List of Xs for statistical validation
Customer Journey Map: Identify Customer Pain Points and Improvement levers
Improvement Themes: Reasons for No response, process level changes, SOP updates
New Hire Support: Case Review Mechanism and optimized SPAN ratio
FMEA: Mitigation plan for risks affecting the project
TQ – BQ Variation: Specific Associates who need training
Tracking Mechanism of Xs : Statistical Process Control (SPC) for measuring and analyzing the variation in the process
Hypothesis Testing: statistical significance of CTQ performance
Control Charts: stability of CTQs over time Statistical Process Control for Xs and Ys
Process Control Plan : Prepare a control plan and Implement the solution Keep track of vital Xs
Baselining: Process Capability Report and Goal setting
Performance Standard: Translate customer requirement to a measurable characteristic
Sampling: Sampling strategy
26
© 2018 Concentrix Corporation Confidential 51
Creating a Shared Need to Shape the Vision
5.01 Data-Driven Project Flow
Define
S-I-P-O-C: High-level process map & list of stakeholders
ARMI: Level of Participation and Support of stakeholders
CTQ Drill Down tree: Breaking a bigger problem into smaller ones
Gantt Chart: Project tasks, status, resources assigned, timelines, dependencies
Develop a Project Charter: Business Case, Problem, and Goal Statement
DMAIC methodology was followed for sustainable improvements…
Concentrix performance compared with other partner sites (Network)
Concentrix has a strong culture of leading change by adopting Six Sigma in Process Improvement…
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
© 2018 Concentrix Corporation Confidential 52
High-Level Process - SIPOC
5.01 Data-Driven Project Flow
Develop a Project Charter: Business Case, Problem and Goal Statement
Define
ARMI : Level of Participation and Support of stakeholders
CTQ Drill Down tree: Breaking a bigger problem into smaller ones
Gantt Chart: Project tasks, status, resources assigned, timelines, dependencies
S-I-P-O-C: High-level process map & list of stakeholders
Project team collectively shortlisted high-impact project ideas collected while keeping in mind the effort that would be needed to fructify them
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
27
© 2018 Concentrix Corporation Confidential 53
Project Managed Using ARMI
5.01 Data-Driven Project Flow
Define
ARMI: Level of Participation and Support of stakeholders
ARMI tool used to set expectation and level of support required at Phase level
……… Develop a Project Charter : Business Case, Problem and Goal Statement
CTQ Drill Down tree: Breaking a bigger problem into smaller ones
Gantt Chart: Project tasks, status, resources assigned, timelines, dependencies
S-I-P-O-C: High-level process map & list of stakeholders
© 2018 Concentrix Corporation Confidential 54
CTQ Drill Down tree – Translating Organization Needs Into Specific, Actionable Project Metric
5.01 Data-Driven Project Flow
Define
S-I-P-O-C: High-level process map & list of stakeholders
ARMI: Level of Participation and Support of stakeholders
Gantt Chart: Project tasks, status, resources assigned, timelines, dependencies
Develop a Project Charter: Business Case, Problem and Goal Statement
CTQ Drill Down tree: Breaking a bigger problem into smaller ones
CTQ Drill down tree – Connecting the Project Metric to Overall Business Objective of Concentrix
28
© 2018 Concentrix Corporation Confidential 55
Rigor and Governance – Detailed Project Plan
5.01 Data-Driven Project Flow
Define
S-I-P-O-C: High-level process map & list of stakeholders
ARMI: Level of Participation and Support of stakeholders
CTQ Drill Down tree: Breaking a bigger problem into smaller ones
Develop a Project Charter: Business Case, Problem and Goal Statement
Gantt Chart: Project tasks, status, resources assigned, timelines, dependencies
The project team created a plan to initiate a transformational design effort
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
© 2018 Concentrix Corporation Confidential 56
Established As-Is Performance of Key CTQs
5.01 Data-Driven Project Flow
Measure
Data Collection Plan: Strategy for collecting reliable data (Output and Input Variables) Measurement System Analysis: Understand Actual process variation
Sampling: Sampling strategy
Performance Standard: Translate customer requirement to a measurable characteristic
Improve PRR performance: From 88.7% to 93.5% by May’18 HIGHER IS BETTER
Baselining: Process Capability Report and Goal setting
29
© 2018 Concentrix Corporation Confidential 57
Data Collection Plan and Identification of Stratification Factors (1/2)
5.01 Data-Driven Project Flow
Performance Standard: translate customer requirement to a measurable characteristic
Measure
Measurement System Analysis : Understand Actual process variation
Sampling: Sampling strategy
Baselining: Process Capability Report and Goal setting
Data collection Plan: Strategy for collecting reliable data (Output and Input Variables)
Data collection plan is a critical step in Measure Phase, team collectively identified variables on which data was available and additional factors which were introduced in Transaction Audit sheet
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
© 2018 Concentrix Corporation Confidential 58
Data Collection Plan and Identification of Stratification Factors (2/2)
5.01 Data-Driven Project Flow
Performance Standard: Translate customer requirement to a measurable characteristic
Measure
Measurement System Analysis: Understand Actual process variation
Sampling: Sampling strategy
Baselining: Process Capability Report and Goal setting
Data collection Plan: Strategy for collecting reliable data (Output and Input Variables)
Data collected across range of factors – Some Variable where Data is available and for others variables introduced in Quality Audit Mechanism
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
30
© 2018 Concentrix Corporation Confidential 59
Measurement System Analysis (MSA)
5.01 Data-Driven Project Flow
Data collection Plan: Strategy for collecting reliable data (Output and Input Variables)
Measure
Sampling: Sampling strategy
Baselining: Process Capability Report and Goal setting
Performance Standard: Translate customer requirement to a measurable characteristic
Measurement System Analysis: Understand Actual process variation
Output Data was coming from Automated Source, hence no such need was felt to run a full-scale MSA Study.
There are two types of reports available PRR and MRR. They are from two different sources:- PRR is the available to everyone on floor and is the driving factor for performance. PRR report form automated source is available daily. MRR is available only with leadership team. This report is available fortnightly. This Report is considered for Bonus and Penalty Calculation. This important for project as our goal states “To improve PRR from 88.7% to 93.5% or higher than Network PRR by May ’18 to earn Bonus/avoid Penalty” There is difference between PRR report (what we drive on floor) & MRR Report (used for bonus/penalty calculation). At times, we achieve first position in network according to PRR Report while we stand second or last in network according to MRR (used for billing) There is difference between PRR and MRR percentage is used for calculated of MSA variance and found to be in control.
© 2018 Concentrix Corporation Confidential 60
Sampling Plan
5.01 Data-Driven Project Flow
Measure
Data collection Plan: Strategy for collecting reliable data (Output and Input Variables) Measurement System Analysis: Understand Actual process variation
Baselining: Process Capability Report and Goal setting
Performance Standard: Translate customer requirement to a measurable characteristic
Sampling: Sampling strategy
Data collection plan involved sampling strategy for certain variables and for sum entire period data at Day level was collected to measure the variance.
100% HMD No Mining data was collected for the period Jan ’18-Feb ’18
Met % was measured on 4 batches of new hires to verify Ramp Achievement vs. Goals and other factors that drive performance of new hires
Live Escalations as a factor was recorded for sample contacts and evaluated on PRR performance
Sampling Strategy was deployed for selecting small number of transactions in situations where 100% data collection was not possible. Hypothesis testing was done on the sample data collected.
31
© 2018 Concentrix Corporation Confidential 61
Extensive Data Was Collected and Analyzed for Checking Trends
5.01 Data-Driven Project Flow
Measure
Data collection Plan: Strategy for collecting reliable data (Output and Input Variables)
Measurement System Analysis: Understand Actual process variation
Sampling: Sampling strategy
Performance Standard: Translate customer requirement to a measurable characteristic
Baselining: Process Capability Report and Goal setting
Data collected over 12 months to see any specific trends, volume handled, Resolved, Survey sent, Response received and PRR%.
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
© 2018 Concentrix Corporation Confidential 62
Process Capability Report – Johnson transformation applied on Non Normal Data
5.01 Data-Driven Project Flow
Measure
Data collection Plan: Strategy for collecting reliable data (Output and Input Variables)
Measurement System Analysis: Understand Actual process variation
Sampling: Sampling strategy
Performance Standard: Translate customer requirement to a measurable characteristic
Baselining: Process Capability Report and Goal setting
As the Data was Non-Normal, we applied Johnson transformation, the data points on the probability plot fall along the straight line and the ‘p’ value (0.94) is greater than alpha level of 0.05 Run chart keeping day as a unit suggest stable data meeting criteria of stability test …
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
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© 2018 Concentrix Corporation Confidential 63
Established As-Is Performance of Key CTQs
5.01 Data-Driven Project Flow
Analyze
Hypothesis testing: List of Xs for statistical validation
HMD Audit & Analysis: People and Policy Defects
Control Impact Matrix: Separate the vital Xs from trivial many
Fishbone Analysis: Categorized list of scenarios
Improve PRR performance: from 88.7% to 93.5% by May’18...
HIGHER IS BETTER
Customer Journey Map: Identify Customer Pain Points and Improvement levers
© 2018 Concentrix Corporation Confidential 64
Hypothesis Testing on Cross Skilled and Parent LOB
5.01 Data-Driven Project Flow
Fishbone Analysis: Categorized list of scenarios
Analyze
HMD Audit & Analysis: People and Policy Defects
Control Impact Matrix: Separate the vital Xs from trivial many
Customer Journey Map: Identify Customer Pain Points and Improvement levers
Hypothesis testing: List of Xs for statistical validation
Project team had multiple brainstorming sessions with active involvement of quality, operations, training, WFM, HR and client teams to identify and test set of factors
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
ParentCross Skilled
1.0
0.8
0.6
0.4
0.2
0.0
Dedicated / Shared
PR
R %
Boxplot of PRR% (GGN UK Voice)
Cross Skilled Associates
Impact PRR performance by
1%
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© 2018 Concentrix Corporation Confidential 65
Graphically Measuring Not Met% for New Hires
5.01 Data-Driven Project Flow
Fishbone Analysis: Categorized list of scenarios
Analyze
HMD Audit & Analysis: People and Policy Defects
Control Impact Matrix: Separate the vital Xs from trivial many
Customer Journey Map: Identify Customer Pain Points and Improvement levers
Hypothesis testing: List of Xs for statistical validation
Project team had multiple brainstorming sessions with active involvement of quality, operations, training, WFM, HR, and client teams to identify and test set of factors
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
Delayed Hiring one of the
reasons for low performance
on NH batches because of poor
floor support
Pearson correlation of PRR and
Understandability Score = 0.420
P-Value = 0.002
© 2018 Concentrix Corporation Confidential 66
HMD No Mining for the period Jan ’18 - Feb ’18
5.01 Data-Driven Project Flow
Hypothesis testing: List of Xs for statistical validation
Analyze
Control Impact Matrix: Separate the vital Xs from trivial many
Customer Journey Map: Identify Customer Pain Points and Improvement levers
Fishbone Analysis: Categorized list of scenarios
HMD Audit & Analysis: People and Policy Defects
Customer No Response was broken down into People (CSA Error) and Policy Error (Systemic and SOP related defects)
43% No on Account of
People Error and 57% on
Account of Policy Error
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© 2018 Concentrix Corporation Confidential 67
Control Impact to Identify Improvement Themes
5.01 Data-Driven Project Flow
Analyze
Hypothesis testing: List of Xs for statistical validation
HMD Audit & Analysis: People and Policy Defects
Customer Journey Map: Identify Customer Pain Points and Improvement levers
Fishbone Analysis: Categorized list of scenarios
Control Impact Matrix: Separate the vital Xs from trivial many
Improvement themes classified based on magnitude of Impact and Effort estimate and within control
© 2018 Concentrix Corporation Confidential 68
Customer Pain Points While Placing and Delivery of Order
5.01 Data-Driven Project Flow
Analyze
Hypothesis testing: List of Xs for statistical validation
HMD Audit & Analysis: People and Policy Defects
Control Impact Matrix: Separate the vital Xs from trivial many
Fishbone Analysis: Categorized list of scenarios
Customer Journey Map: Identify Customer Pain Points and Improvement levers
Customer Pain Points captured to Identify Improvement themes
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
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© 2018 Concentrix Corporation Confidential 69
Improvement Themes
5.01 Data-Driven Project Flow
Improve
TQ – BQ Variation: Specific Associates who need training
Live Escalation Mechanism
FMEA: Mitigation plan for risks affecting the project
Improvement Themes: Reasons for No Response, process level changes, SOP updates
Improvement themes identified using Data Door Approach and Process Door Approach
HIGHER IS BETTER
© 2018 Concentrix Corporation Confidential 70
Quartile Analysis to Identified Specific Associates for Improvement Plan
5.01 Data-Driven Project Flow
Improvement Themes: Reasons for No Response, process level changes, SOP updates
Improve
Live Escalation Mechanism
FMEA: Mitigation plan for risks affecting the project
TQ – BQ Variation: Specific Associates who need training
Established new methodology of measuring TQ – BQ Variation and tracking TQ-BQ variation on Weekly basis
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
Average TQ-BQ Variation at 33%, which is down to 20% in Feb’18, Goal is to further bring down the TQ-
BQ variation to 15%
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© 2018 Concentrix Corporation Confidential 71
Process Reengineered for Handling Live Escalations
5.01 Data-Driven Project Flow
TQ – BQ Variation: Specific Associates who need training
Improve
FMEA: Mitigation plan for risks affecting the project
Improvement Themes: Reasons for No Response, process level changes, SOP updates
Live Escalation Mechanism
Handling Live Escalations Identified as a Vital Xs and process was reengineered to take care of Customer contacts needing escalation support
© 2018 Concentrix Corporation Confidential 72
FMEA – Risk Mitigation and Mistake Proofing
5.01 Data-Driven Project Flow
Improve
TQ – BQ Variation: Specific Associates who need training Live Escalation Mechanism
Improvement Themes: Reasons for No Response, process level changes, SOP updates
FMEA: Mitigation plan for risks affecting the project
Team collectively identified High Severity Risk Process steps. Revised Process created for range of variables like handling live escalations, Supervisory support, etc.
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© 2018 Concentrix Corporation Confidential 73
FMEA – Risk Mitigation and Mistake Proofing
5.01 Data-Driven Project Flow
Improve
TQ – BQ Variation: Specific Associates who need training Live Escalation Mechanism
Improvement Themes: Reasons for No Response, process level changes, SOP updates
FMEA: mMtigation plan for risks affecting the project
Team collectively identified High Severity Risk Process steps. Revised Process created for range of variables like handling live escalations, Supervisory support, etc.
© 2018 Concentrix Corporation Confidential 74
Process Control Plan
5.01 Data-Driven Project Flow
Control
Tracking Mechanism of Xs: Revised Process Maps, Hand-off to Process Owner, stakeholder training
Hypothesis Testing: Statistical significance of Before and After improvement
Control Charts: Stability of CTQs over time Statistical Process Control for Xs and Ys
Process Control Plan: Process Monitoring and Controls
Improve PRR performance: From 88.7% to 93.5% by May ’18 HIGHER IS BETTER
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© 2018 Concentrix Corporation Confidential 75
Tracking Mechanism of Xs (Handled Live)
5.01 Data-Driven Project Flow
Process Control Plan : Process Monitoring and Controls
Control
Hypothesis Testing: Statistical significance of Before and After improvement
Control Charts: Stability of CTQs over time Statistical Process Control for Xs and Ys
Tracking Mechanism of Xs : Revised Process Maps, Hand off to Process Owner, stakeholder training
Project team had multiple brainstorming sessions with active involvement of quality, operations, training, WFM, HR and client teams to identify and test set of factors
NOTE: The graphics on this slide are not meant to be readable and are provided for illustrative purposes only.
© 2018 Concentrix Corporation Confidential 76
Before and After Improvement (Xs – Handled Live)
5.01 Data-Driven Project Flow
Tracking Mechanism of Xs : Revised Process Maps, Hand off to Process Owner, stakeholder training
Control
Control Charts: Stability of CTQs over time Statistical Process Control for Xs and Ys
Process Control Plan : Process Monitoring and Controls
Hypothesis Testing: Statistical significance of Before and After improvement
Two-Sample T-Test and CI: Handled Live %, Stage Two-sample T for Handled Live % Stage N Mean StDev SE Mean Post 16 0.9921 0.0202 0.0050 Pre 12 0.6860 0.0796 0.023 Difference = μ (Post) - μ (Pre ) Estimate for difference: 0.3061 95% CI for difference: (0.2549, 0.3574) T-Test of difference = 0 (vs ≠): T-Value = 13.01 P-Value = 0.000 DF = 12
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© 2018 Concentrix Corporation Confidential 77
Statistical Process Control
5.01 Data-Driven Project Flow
Control
Tracking Mechanism of Xs: Revised Process Maps, Hand off to Process Owner, stakeholder training Hypothesis Testing: Statistical significance of Before and After improvement
Process Control Plan : Process Monitoring and Controls
Control Charts: Stability of CTQs over time Statistical Process Control for Xs and Ys
I-MR chart was used to compare Pre and Post Performance for PRR of UK Voice
© 2016 Concentrix Corporation Confidential 78
RnP Trending
$(323) $(335) $(274)
$(300)
$(235) $(257) $(202)
$(113)
$349 $308 $297
$337 $337 $309 $313 $320
$(400)
$(300)
$(200)
$(100)
$-
$100
$200
$300
$400
Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18
RnP Trends
Penalty Reward
$25.8 $19.2 $17.0 $22.3 $19.9 $21.4 $16.9 $15.6
1.36%
1.60% 1.75%
1.51%
1.70%
1.44%
1.85%
2.04%
1.25%
1.74% 1.61%
1.35% 1.18% 1.20% 1.20%
0.72%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18
Revenue & RnP Trending
Revenue (Mns) % Reward % Penalty
5.04 Results
Penalty Trends
Telecom - $ 136K in Jan’18 to $ 57K in Aug ’18
E-Comm – $ 72K in April to $ 3K in Aug ’18
Consumer Elect. - $ 23K in April to $ 6K in July ’18
Healthcare – $ 38K in April to $ 1K in Aug ’18
Continuous reduction in penalty across all the accounts
Average Penalty to Revenue ratio of 1.50% for Dec-17 & Jan-18 (Baseline) reduced to 0.72% (Post Project) in July-18 with 52% improvement
A drop in overall revenue is observed across June & July 2018, however it has no impact on the Penalty to Revenue ratio as the metric has been neutralized for calculations
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© 2016 Concentrix Corporation Confidential 79
Penalty Avoidance in Project In-Scope Accounts
Continuous efforts from the Black Belts across accounts to reduce penalty Different Accounts / Projects / Initiatives have a different baseline that were initiated at different times
Penalty Avoidance of
670 K till June-18 $-
$50,000
$100,000
$150,000
$200,000
$250,000
2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03
$87,693
$42,845
$81,338
$168,458
$219,478
$77,876 $58,476
ECOMM-CS
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03
$37,284
$68,489
$44,113 $40,829
$24,709 $23,182
$15,188
ECOMM-SS
0
10000
20000
30000
40000
50000
60000
2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03
$32,918
$55,089
$23,806 $20,763
$15,765
ECOMM-2
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03
$79,316 $97,668
$211,619
$391,697 $366,899
$123,061
TELECOM
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2017-01 2017-02 2017-03 2017-04 2018-01 2018-02 2018-03
$2,795
$368
$4,940
$13,175
$5,282 $4,114
$-
BGV
5.04 Results
© 2018 Concentrix Corporation Confidential 80
Case 1-50% Case 2-25%
Location CRM/IV Live/Dormant Client Name Reward Penalty Net Penalty PenaltyRevenue ($)
(2017)
Penalty To
Revenue Ratio
Case 1 - 50%
Reduction
Case 2 - 25%
Reduction
Combined CRM Live E-Comm 890 (625) 350 (312)$ (468)$ 49,706$ -1.3% -0.6% -0.9%
GGN IV Live Healthcare 0 (279) (250) (140)$ (210)$ 17,115$ -1.6% -0.8% -1.2%
Combined CRM Live Telecom 576 (195) 453 (97)$ (146)$ 26,448$ -0.7% -0.4% -0.6%
PUN CRM Live E-Comm 30 (128) (88) (64)$ (96)$ 3,396$ -3.8% -1.9% -2.8%
VIZ IV Live Banking 0 (126) 9 (63)$ (95)$ 14,344$ -0.9% -0.4% -0.7%
GGN IV Live Healthcare 1,491 (96) (116) (48)$ (72)$ 21,671$ -0.4% -0.2% -0.3%
BLR CRM LiveConsumer
Electronics546 (68) 451
(34)$ (51)$ 22,417$ -0.3% -0.2% -0.2%
VIZ IV Live Banking 0 (45) 0 (23)$ (34)$ 3,567$ -1.3% -0.6% -0.9%
GGN CRM Live BGV 3 (23) (9) (12)$ (18)$ 722$ -3.2% -1.6% -2.4%
GGN CRM LiveConsumer
Electronics32 (22) (17)
(11)$ (17)$ 2,334$ -1.0% -0.5% -0.7%
VIZ IV Live Banking 0 (21) 0 (11)$ (16)$ -$ 0.0% 0.0%
VIZ IV Live Banking 0 (20) 0 (10)$ (15)$ 434$ -4.6% -2.3% -3.5%
KOL IV Live E-Comm 16 (19) (21) (10)$ (14)$ 109$ -17.6% -8.8% -13.2%
GGN CRM Live E-Comm 168 (16) (8) (8)$ (12)$ 9,558$ -0.2% -0.1% -0.1%
MUM CRM Live Telecom 0 (14) (12) (7)$ (10)$ 787$ -1.8% -0.9% -1.3%
CHD IV Live Healthcare 0 (14) 114 (7)$ (10)$ 1,172$ -1.2% -0.6% -0.9%
BLR CRM Live Healthcare 16 (14) (11) (7)$ (10)$ 437$ -3.1% -1.6% -2.3%
CHN CRM LiveConsumer
Electronics184 (10) 3
(5)$ (8)$ 2,647$ -0.4% -0.2% -0.3%
CHN CRM LiveConsumer
Electronics80 (4) 70
(2)$ (3)$ 1,940$ -0.2% -0.1% -0.1%
BLR CRM Live Healthcare 24 (3) 19 (2)$ (2)$ 820$ -0.4% -0.2% -0.3%
CHD CRM Live E-Comm 25 (3) 22 (2)$ (2)$ 4,212$ -0.1% 0.0% -0.1%
GGN CRM LiveConsumer
Electronics62 (3) 45
(1)$ (2)$ 2,582$ -0.1% -0.1% -0.1%
Baroda CRM Live E-Comm 48 (2) 50 (1)$ (2)$ 1,499$ -0.2% -0.1% -0.1%
PUN CRM Live E-Comm 0 (1) (1) (1)$ (1)$ 845$ -0.1% -0.1% -0.1%
4,383 (1,752) 2,452 $ (876) $ (1,314) $ 235,926 -0.7% -0.4% -0.6%
AccountWise RnP Target Setting
RnP YTD-2017
RnP Target Setting Calculator
Takeaway Target Simulation created on 2 case scenarios • 50% Reduction • 25% Reduction
KRA Target Setting for DPE’s - Target should be 50% reduction on % of Penalty to Revenue ratio / 50% on Absolute Penalty Amount Account-wise targets calculated At 50% reduction of Penalty, the amount will be @ 876 K for 2018 with Penalty to Revenue ratio at 0.4%
5.05 Maintaining the Gains
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© 2018 Concentrix Corporation Confidential 81
Reward & Penalty Reporting
Standardization Power BI Dashboard
An automated Dashboard was created to generate a centralized Business Intelligence report, which will help to measure and drive rewards across accounts
5.05 Maintaining the Gains
© 2018 Concentrix Corporation Confidential 82
Key Challenges & Workaround
5.05 Maintaining the Gains
Key Challenges Workaround
•LOB & Metric-level Penalty & Reward Data not readily available
•No central SPOC to get the data
•Data mismatch between Business Ops, FA & account WFM / Quality
•Broken / No process to map, evaluate and track RnP dynamics
•NobBuy-in from the functional teams on RnP Standardization process
•Standard Data Capturing Template created to capture standardized data
•A central SPOC or WFM SPOC to be aligned to get the data
•Data validation / calibration process to be set up to avoid any mismatch of data between Business Ops, FA & Account WFM
•A process to be created to map, evaluate, and track RnP dynamics
•Regular connects done to explain the requirement and importance of doing standardization
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© 2018 Concentrix Corporation Confidential 83
Reward & Penalty Reporting Standardization – Approach & Solution Overview
5.05 Maintaining the Gains
Structural Design &
Framework
SOP & To-Be Process
Data Template
Management Data Collation
Interactive Visualization
UAT Report
Publishing
Reward And Penalty Standardized Dashboard One View Summary
o A quick glance on the holistic summary of Revenue, Reward & Penalty amount and account-level data with various contribution segmentations and Metric-level breakup
R&P - Trends
o Trends related to Revenue, Reward & Penalty with filter options on Time Period & Competency-related Segmentation
Competency o Competency & Account level RnP views with filter options on Time Period Segmentation and allied Competency Segmentation
Zonal
o Zone-wise & location-wise RnP views with filter options on Time Period Segmentation and allied Zonal-level segmentation
Account Level o Account, LOB and Metric level visibility of Reward & Penalty trends with filter options on Time Period & Competency-related Segmentation
LOB Metric Heatmap o Account, LOB and Metric-level (Unique Combination) Reward & Penalty prioritization for opportunity identification and decision making for quick action
© 2018 Concentrix Corporation Confidential 84
Dashboard Screenshots & Interactive Visualization View – 1/3
5.05 Maintaining the Gains
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© 2018 Concentrix Corporation Confidential 85
Dashboard Screenshots & Interactive Visualization View – 2/3
5.05 Maintaining the Gains
© 2018 Concentrix Corporation Confidential 86
Dashboard Screenshots & Interactive Visualization View – 3/3
5.05 Maintaining the Gains
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© 2018 Concentrix Corporation Confidential 87
Leadership Update on Project Progress and Next Steps 5.06 Project Communication
© 2018 Concentrix Corporation Confidential 88
Release of Automated Reporting Dashboard 5.06 Project Communication
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© 2018 Concentrix Corporation Confidential 89
Appreciation from Concentrix PAN India Country Leader 5.06 Project Communication
© 2018 Concentrix Corporation Confidential 90
Appreciation from Concentrix PAN India Country Leader 5.06 Project Communication
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© 2018 Concentrix Corporation Confidential 91
Approval on Benefits from Finance team 5.06 Project Communication
Concentrix India
Thank you!
92
Delivery Excellence Team