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Urgent Support

Overview. Apply Lean and Six Sigma methodologies to the process of receiving and resolving customer support request. This project follows the DMAIC process while iteratively applying Lean methodologies within the DMAIC steps to identify constraints and define the appropriate problems to solve.Sugg

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Urgent Support

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    1. Urgent Support A Reduction in Urgent Customer Requests Resolution Cycle Time

    2. Overview Apply Lean and Six Sigma methodologies to the process of receiving and resolving customer support request. This project follows the DMAIC process while iteratively applying Lean methodologies within the DMAIC steps to identify constraints and define the appropriate problems to solve. Suggestions are made to control the process in the future and establish requirements for a decision support system to monitor the variation.

    3. Process Flow

    4. Pre-Kaizen Received Executive Support Allocated Potential Resources from Project Managers and Affected Department Leads Assembled Kaizen Team with Customer Support Manager Front-line support (support reps) Customer expectation management (account executives) Back end higher tier support (developers)

    5. Kaizen

    6. Scope Increasing Every request is desirable, but must stay focused on Urgent right now! Benefits are huge since every second impacts revenue. “It all boils down to wait time.”

    7. SIPOC

    8. Categorize Tickets progressives cashier casino client/art change credit system processor setup CD create processing transactions admin access coupon admin education

    9. Time Series

    10. Ticket Submission Rates Ticket categories and their resolution times. Tickets submitted in each defined category. All tickets (urgent and non-urgent) are considered here. All tickets are not created equal, but they do have similar overhead costs. All tickets (urgent and non-urgent) are considered here since their interrelationships impact quality of service and resolution time for urgent tickets.

    11. Updated Ticket Categories We considered the categories and identified the “low hanging fruit.” Stayed focus on the biggest constraints as they would dynamically impact the other categories. Based on the results from the Measure phase. cashier casino client/art change/progressives processing transactions/setup admin access coupon admin education insufficient report admin report bug/creditSystem affiliates admin performance misc/CD/integrations

    12. Pareto Analysis Allow for further categorization for Improve May seem counter to Lean at first Efficient and simplest approach for software development.

    13. Time Series

    14. Statistical Analysis

    15. Process Flow Map

    16. Improvement Objectives Reduce tickets that need to be addressed Reducing complexity beforehand to eliminate defects and then reduce complexity in troubleshooting and solving the defect when it is reported. Giving the customer what they really need to circumvent defects. Put the person who can solve the problem closer to the process. Identify high-risk periods and allocate resources accordingly

    17. Reducing Tickets

    18. Process Flow Streamline

    19. Techniques

    20. Future Projects

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