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Tracking Productivity at Kodak’s Technical Support Center. Heidi Huber John Rosenbaum Amy Stokes. Background of Kodak Health Imaging. Involved in health imaging for over a century. Sells hardware and software involved in every facet of health imaging.
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Tracking Productivity at Kodak’s Technical Support Center Heidi Huber John Rosenbaum Amy Stokes
Background of Kodak Health Imaging • Involved in health imaging for over a century. • Sells hardware and software involved in every facet of health imaging. • Technical support call center in Dallas. • Responsible for a select group of hardware.
Details of the Call Center • Open 24/7 • Divided in two levels • Level 1 – Simple, immediate support • Level 2 – Complex, higher skilled techs • Cases tracked using Vantive • Problems solved using several methods
Tracking Productivity • Basic model that existed prior to our analysis tracked productivity at a dismal 39%. • Management is convinced that actual productivity is much higher than 39%. • At 39% over 90 work days per year are spent not working. • Based estimate on time entered in Vantive. • Took into account some legitimate untracked activities. • Target productivity rate is 70%.
Our Job • Determine the reason productivity is reported at 39%. • Answer 3 main questions: • Do the technicians accurately track their own time? • Are there any duties they perform that are not currently accounted for? • Are the current recorded miscellaneous duties estimated accurately? • Present an updated more accurate model. • Make recommendations regarding the future tracking of productivity.
The Productivity Model • Level 2 support technicians take an average of 3.36 cases per day. • Estimation of time was off by an average of 2.167 minutes per call with an average of 2 calls per case. • Support technicians do not track time spent assisting other colleagues with cases. • Observed to be approximately 45 minutes per day.
Productivity Model • Other indirect factors included in model: • Training • Vacation • Sick Leave • Holidays • E-mail and Voice Mail • Meeting and Special Projects • The updated model estimates productivity more accurately at 64%
Possible Sources of Error • Support technicians modifying normal behavior because they are under observation. • Graveyard shift employees handle a greatly reduced number of cases. • Volume of cases potentially sporadic.
Recommendations • Periodic observation of staff to obtain valid estimates of indirect hours and unreported time. • Small adhesive clock that attaches to monitor to ease the tracking of time spent on a call. • Gather input directly from support technicians regarding where they feel most of their time is spent.
Conclusion • Two elements were left out of Kodak’s original productivity model: • Underestimated time. • Time spent helping colleagues. • Not enough time was allocated to e-mail and voice mail in the original model. • The more accurate productivity report of 64% puts the Dallas Level 2 call center only 6% away from their target.