A Roadmap to Improving a BPO Program

A ROADMAP TO IMPROVING A BPO
PROGRAMA MindGears Consulting Insight Engagement
towards Operational Excellence (OPEX)
Teki Abary Repalda
Senior Consulting Partner &
Six Sigma Master Black Belt
www.mindgearsconsulting.com
MINDGEARS CONSULTING
insight-driven solutions. creative learning.

a mindgears consulting insight prospectus © 2014
DISCUSSION POINTS
2
approach
initial
roadmap
setting
objectives
next steps
What is our high level engagement
process? What are our proposed
focus areas? What is the high level
timeline for the engagement? What
level of tailoring should be done to
create detailed project plans?
What happens post this discussion?
What resources are needed for
traction? What agreements are we
finalizing?
HIGH LEVEL ROADMAP,
MILESTONES &
FOCUS AREAS NEXT STEPS + RESOURCES
What are our primary goals? How will
we measure success? What is our
accountability measure? How do we
structure / interface roles?
ENGAGEMENT GOALS &
SCORECARD
What is our overall treatment
for engagement? What are our
deployment considerations?
OPEX ENGAGEMENT
APPROACH

OPEX ENGAGEMENT APPROACH
3
07
05
“MANAGE TO THE ONE”
Focus on Top 5 Leading Indicators, not lagging
indicators. Prioritize effectiveness measures before
efficiencies
06
STRUCTURED COMMUNICATIONS
Build clarity on roles, leader visibility, meeting
minders, synergy meetings, client interface, team
messaging
08
DRIVE PURPOSEFUL GOVERNANCE
Create leader-level accountabilities, monitor
progress reporting & compliance to recovery / turn-
around goals, escalate swiftly, use visual
management, enable R&R purposefully.
ENABLE LONG TERM CAPABILITY
Mindful of enabling meaningful development
support capabilities for frontline leaders. Provision
for growth foresight when deploying initiatives
03
01
NO NEED TO REINVENT WHEEL
Existing action plans & initiatives are
assessed for effectiveness & execution
before we create new ones
02
INVEST IN QUICK WINS FIRST
Acting upon low hanging fruit issues
creates a momentum for success. Bias
towards team-level execution.
04
LEVERAGE BEST PRACTICES
Employ best methods within the account’s
programs, replicate work practice of high
performers & emergent ideas
INTEGRATE ORG INTELLIGENCE
Utilize existing program reports, WFM
Intelligence, QA & HR to gauge current
Service Delivery performance climate

THE ENGAGEMENT OBJECTIVES
4
ENABLE SERVICE DELIVERY PERFORMANCE
through structured OPEX-SD collaboration, short-term & long term capability
assessments, providing operational insight & linking performance to process initiatives
PROVIDE ACCOUNT-LEVEL INTELLIGENCE
by spearheading analytics through program scorecard integration with
existing governance, risk assessments, WFM & BI reporting, as well as HR &
QA info - enabling intelligent discovery, foresight and predictive analysis
SPEARHEAD INTERVENTION PROJECTS
by leading & managing improvement projects within the account &
ensuring sustainability of deployed initiatives, turn around times and
account recovery goals with overall business growth impact
DRIVE OVERALL OPEX ACCOUNT GOVERNANCE
By setting OPEX engagement objectives tailored to the account,
roadmap design, monitoring deployment, progress & accountabilities,
deploying communication interfaces
OPEX Governance Metrics
OPEX Deployment Metrics
Org Analytics
SD Scorecard +
Financials
1
2
3
4

OPEX SCORECARD & ENGAGEMENT MEASURES
5
Based on compliance to goal
Metric weights aligned to business measures
85%
35%
20%
15%
Determined from % completion & timeliness
Improvement rate from declared glide path
OPEX Satisfaction Index
Determined from goals of project charters
Determined from % completion & timeliness
Control Charts vs. Service Delivery Metrics
CUIKA measures
Quality of Data Collection
Consistency of Reporting
Preventive Usefulness
30%
Acceptable
Minimum
Threshold
SD SCORECARD
+ FINANCIALS
OPEX GOVERNANCE
METRICS
OPEX DEPLOYMENT
METRICS
OPEX ANALYTICS
See appendix for
summary screenshot
of OPEX Engagement
Scorecard (Excel
2013)

PROPOSED FOCUS AREAS
6
Using a Customer Service Account as an
Example
Priority Account 1
PROGRAM-LEVEL MANAGE TO THE ONE PERFORMANCE GROUPS LEADER CAPABILITIES
PROCESS CAPABILITIES
Priority Account 2
Priority Account 3
Priority Account 4
NPS / CSAT / CES
First Contact Resolution
Quality (Critical + Non-Critical)
Average Handle Time
SLA related indicators
Mid-Performers Analysis
High Performer Consistency
+ Best Practice
Low Performer Recovery
Supervisor ToolKit + Playbook
Coaching Support Effectiveness
Manager Effectiveness
Support Performance
Learning Process Quality Detection & Analysis WFM Real Time Support Team Structuring

OPEX DEPLOYMENT MODEL: RESULTS BASED APPROACH
7
 Account Fast Facts Profile
 Account RACI Model
 KPI Mapping
 Initiatives Mapping
 Data Collection Plan
 Focused Issues List
 OPEX Engagement Charter
 OPEX Recovery Team
 Communication Pan
 Governance Calendar + Practice
 Quick Wins Project Plan
 Focused Area Timelines
 OPEX Scorecard + Progress
 SD Performance Analysis
 Support Functional Analysis
 Common Root Cause Analysis
 Program Root Cause Analysis
 Refined Initiatives + Action Plans
 Leader Capability Support
 Quick Wins
 Deployment Comm Events
 Visual Management
 Launch / Relaunch Priority
initiatives
 Governance practice
 Rewards + Recognition
 Glide Path Scaling
 BAU Transitioning of
Initiatives
 Deploy Mid-Term Initiatives
 Best Practice Sharing
 Next Wave OPEX Deployment
 Governance Meetings
 Leader Accountability Report
 SD Performance Progress
 Overall Engagement Report
 Escalations Management
 Risk Heat Map
15 days
15 days 55 days
6 months
6 months
after first
90 days

INITIAL DEPLOYMENT ROADMAP : SCOPING
8
7 Business Days
 Know Account Structure
 Collect Account Scorecard
 Gather Table F (or equivalent)
 Access WFM/BI Reports
 Study Current / Past Audit Findings
 Understand WBR / QBR
Commitments
 Analyse Initial Performance Findings
 Build Fast Facts Profile
 Map KPI Tree (Leading vs Lagging Indicators)
 Map Current & Planned Initiatives
 Create Data Collection Plan
 Create Issues + Constraints List
 Design Quick Wins Priority List
 Consult with Account Leaders for Alignment
INTERFACE WITH ACCOUNT
STAKEHOLDERS
 Role Introduction to Account
Leaders
 Targeted Orientation with Account
Leaders
 Interview Account Support Leaders
 Perform Stakeholder Analysis
 Build RACI Chart
 Align Focus Areas + Priorities
CONSOLIDATE INFO &
INITIAL FINDINGSGATHER INFO & RESOURCES
3 Business Days 5 Business Days

INITIAL DEPLOYMENT ROADMAP : CHARTERING
9
5 Business Days
 Build / Select OPEX Account Team
 Determine Access to Resources &
Logistics
 Assess Known Gaps in Resources
 Identify Initial Risks
 Determine Account Calendar
 Seek Alignment from Account Leaders
 Consult Support Leaders
 Generate Buy In from Executive Stakeholders
 Confirm Approval from OPEX Leaders
 Communicate Charter
 Build Visual Management Support
 Launch Charter
 Deploy Quick Wins + Continue with Select Initiatives
DESIGN THE CHARTER
 Design Initial Project Charter
 Create Communication Plan
 Design Governance Plan
 Plot Governance Calendar
 Detail Quick Wins Project Plan
 Create Detailed Engagement Plan
 Design Progress Reporting Templates
FINALIZE THE CHARTERSTRUCTURE RESOURCES
3 Business Days 7 Business Days

INITIAL DEPLOYMENT ROADMAP : ENGAGING
10
10 Business Days
 Segment Priority Metrics by
Performance Group:
 High Performers
 Mid Performers
 Low Performers
 Construct Performance Quadrant:
 Effectiveness vs. Efficiency
 Consistency
 Perform Regression Tests to
determine impact factors
 Perform Root Cause Analysis
 Determine Common Root Causes
 Determine Specific Root Causes
 Measure Root Cause Impact via Fault Tree
Analysis + FMEA
 Form Potential Solutions
 Create Glide Path per Initiative
 Link Initiatives / Action Plans to R&R
campaigns
 Seek Alignment + Approvals
FUNCTIONAL ANALYSIS
 Evaluate impact of the following:
 Coaching Frequency
 Quality of Coaching
 Learning Curve / Improvement
 Use of Supervisor ToolKit
 TL Tenure Distribution
 SME Support
 Manager Accountability
 QA & Training Insight Support
 WFM RTA Support
SOLUTIONS FORMING & VALIDATIONSD PERFORMANCE ANALYSIS
5 Business Days (concurrent) 10 Business Days

INITIAL DEPLOYMENT ROADMAP : ENGAGING + DEPLOYING
11
10 Business Days
 Determine if current initiatives are
 targeting right performance groups
 using the right indicators
 addressing the right root cause
 effectively progressing
 has built-in governance mechanism
 Refine initiatives + action plans where
necessary, or create new initiative plan
 Determine initiative resourcing
 Seek Alignment + Approval of Initiatives
 Publish Initiatives + Action Plans
 Roadshow Priority Initiatives
 Communicate Governance Mechanics
 Deploy Visual Management
 Calendar R&R events + campaigns
 Launch / Re-launch Initiatives
REFINE CAPABILITY SUPPORT*
 Create TL Prestige Club for sharing of
best practices among frontline leaders
 Create TL-SME Learning Centers to build
accounting competence in resolving
customer issues
 Review RTA mechanics & provision for
SBR lite routing depending on agent skill
 Enhance QA Reporting insight to TL &
Account level decision making
DEPLOY INITIATIVESREFINE INITIATIVES MAP
20 Business Days 56th day to 6th month period
* dependent on business needs

OPEX GOVERNANCE MODEL
12
OPEX ENGAGEMENT GOVERNANCE
OPERATIONAL GOVERNANCE SUPPORT GOVERNANCE
STAKEHOLDER GOVERNANCE
Leader Visibility on Issues
Rolled Up Leader Accountability Report
Leader Access on Escalations
Championing Synergy Meetings
OPEX Monthly Initiative Reviews
Overall Recovery Progress Report
Table F Management
Periodic Engagement Audits
Risk Management, FMEA + Heat Map
Weekly Performance Dashboard
Joint Calibration
Team Leader Effectiveness Report
Manager Effectiveness Report
Glide Path Control (Action Plans)
Functional Effectiveness Reviews
Team Leader Effectiveness Report
Manager Effectiveness Report
Glide Path Control (Action Plans)

OPEX ENGAGEMENT: IMMEDIATE NEXT STEPS
13
1
2
3
4
5
6
Talk about how best to tailor roadmap
+ Go/No-Go Handshakes
Draw Up Initial Agreements &
Review Mechanism
Consulting Requirements Preparation
+ 3 OPEX Help Resources* Start OPEX Engagement
Finalize Detailed Charters
& Timelines
Undergo review / closure
/ hand-off after 6-months
• OPEX Account Team to consist of:
• 1 Project Leader
 1 Project Assisting Manager
 1 Data & Metrics Advocate
 1 Initiatives Advocate We at MindGears can help assist in deploying
this engagement with you. Let’s have a
discussion on how best we can support you.

Email us at:
teki@mindgearsconsulting.com
marge@mindgearsconsulting.com
FIND OUT HOW YOU
CAN BEST DEPLOY THIS
A ROADMAP TO IMPROVING BPO
PROGRAMSA MindGears Consulting Insight Engagement
towards Operational Excellence (OPEX)

PROPOSED OPEX ENGAGEMENT SCORECARD
15
OPEX Engagement Scorecard | Account Name : <xxxx>
Metric Type R Week Week 1 Week 2 Week 3 Week 4 This Month Base Month Last Month R QTR Goal
SD + Financials 30% 27% 20% 21% 23% 25% 27% 15% 20% -
OPEX Governance 35% 25% 14% 17% 20% 22% 25% 14% 14% -
OPEX Deployment 20% 17% 15% 15% 16% 17% 17% 15% 15% -
OPEX Analytics 15% 12% 8% 9% 11% 12% 12% 8% 8% -
Goal 85% 85% 85% 85%
Totals 185% 81% 57% 62% 70% 76% 81% 52% 57%
Metric Weight
Summary
Service Delivery +
Financials
OPEX Governance OPEX Deployment OPEX Analytics
27%
20%
25%
14%
17%
15%
12%
8%
85%
85%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
This Month
Last Month
What is our OPEX Engagement Scorecard Progress?
SD + Financials OPEX Governance OPEX Deployment OPEX Analytics Goal
Our OPEX Engagement Scorecard rating has
improved by 24% since we started the OPEX
Engagement. As the majority of ourinitiatives and
action plans have been deployed in Week 3, we've
seen significant improvement on across the board.
Impact to SD & Financials are a testament that action
plans are positively affecting the business.
Note that the race to 85% is still elusive by 4%. As
the initiatives becomeBAU, we are forecasting to
fully reach ourscorecard goals by the 3rd month.
NOTES ON OUR ENGAGEMENT PROGRESS

A Roadmap to Improving a BPO Program

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