1

Lean project on

Improving Sales, Service and Quality across all

domains of Direct banking Centre

A Mashreq Bank – Case study

09.10.2011

2 2

About Mashreq

Mashreq has provided banking and financial services to millions of customers and businesses since 1967.

We are one of UAE's leading financial institutions with a growing retail presence in the region including Egypt, Qatar, Kuwait and

Bahrain.

We focus on providing our customers access to a wide range of innovative products and services.

Mashreq is invariably among the highest performing banks in the region. Last year we recorded a Net Profit of AED 803 million

from a Total Operating Income of AED 4.4 billion over the same period. At the end of last year our Total Assets stood at AED

84.8 billion.

Our branch network extends across the UAE with one in every two households in the UAE banking with us. We also have

customer service centers in key retail locations and one of the largest ATM networks in the country. We also have 12 overseas

offices in nine countries, including Europe, US, Asia and Africa.

Introduction

Vision To provide our customers the most rewarding banking

relationships

Mission Being relationship based

Delivering superior service

Being the primary bank to our customers

Being the Employer of Choice

Values We are on a constant journey towards service

excellence, developing innovative new products and

financial solutions. Anticipating your needs and providing

you with new opportunities, convenience and peace of

mind, stem from our core beliefs.

Teamwork, cooperation and responsiveness drive the

way we work and form the basis of our core values

Customer focused We act in the interest of our customers, seeking to exceed their

expectations

Transparent and fair We are clear, concise and open in all our communications, and

treat customers and our colleagues with fairness, respect and trust

Progressive We are fast, agile and constantly think of ways to enhance

customer experience

Bold We challenge established practices and take smart risks

Individually Responsible We each take responsibility for the quality of our work, the success

of the bank and delivering the brand promise to each customer

3

The Business Case:

• Ten years ago Mashreq moved to reinforce its position as a customer centric bank; the

moved warranted a front end that would be inline with latest technological trends, yet

retaining a personal touch. The call center took form with this focus at heart; the system

design was to provide a central contact point for all service inquiries and complaints.

• The objective is to improve system integration, automate processes, increase customer

interaction, to meet higher quality standards and ultimately to become the benchmark

of the industry. The goal is to move from “Good to Great”

• As a part of overall bank’s strategy to lean entire organization,DBC being front end

customer centric was scheduled in initial wave of the overall project in Jun-2011.

Project Charter

Project Charter

4

Our key objectives are to improve customer experience and

increase sales

Description

▪ Invest capacity created in outbound sales activity through flexi team

• Capacity creation through

― Scheduling

― Migration to IVR

― Skills improvement

― Call guides

― Process improvement (CRM utilization, KMS enhancement, follow-up via SMS)

Increase

Sales

▪ Improve first call resolution

▪ Reduce agent variability

▪ Improve skills levels

▪ Reduce hold time during call

▪ Make IVR more user friendly

▪ Use flexi team to manage service levels

Improve

customer experience

Objective

5

Project Charter

5

Wave plan

Bootcamp

4 days

Diagnostic

2-3 weeks

Design

2-3 weeks

Plan

1 week

Roll-out

6 weeks

1 2 3 4 5

1 Attend training course covering key Lean principles and

practical exercises on diagnostic tools and design

2 Diagnose area following 5 lenses approach, as trained in

boot-camp (e.g.., overall process efficiency, process maps)

3 Design future state solutions (e.g.., performance boards,

process improvements)

4 Develop implementation plans for roll-out (for branches,

develop network wide roll-out approach)

5 Implement solutions with team on the ground

Description Subsequent waves consist of 1 week mini diagnostic and 5 weeks Roll-out

Project Timelines : DBC pilot wave was structured along 5 well defined

steps starting 15-Jun-11

6

Project Charter Project Team: Roles & Responsibilities

Names Role Responsibility

Somnath Menon – Group

Head Operations

Project Super Sponsor To provide support for the project in terms of

resource. Review tollgates, remove roadblocks and

provide approval for next phase

DMG – Decision making

Goup Forum Established with senior decision makers across relevant functional areas (e.g. Operations, IT, HR etc)

To collectively provide support for the project in

terms of resource. Review tollgates, remove

roadblocks and provide approval for next phase

Anindo Bhattacharya Project Owner To provide overall project leadership and guidance

Aditya A Senior Lean Lead Project Mentor

Leonard Fernandes DBC Service Manager Lead project, arrange for resources

Kamruddin Q, Shera M Lean team members Facilitate project in terms of structured approach,

analysis & use of quality tools

Mohammed Desouky /

Donna

Team member -DBC Provide input & support execution

Project Charter

Critical to Quality – CTQ - Base lining

7

SOURCE: DBC MIS, PBA report Mar11 to Jun11

Actual4

DBC overall performance is within target but there is scope for

improvement in AHT & Quality

1 Service Level = % of calls answered within 20 seconds

2 Quality score is an internal service level KPI and is driven by DBC management. Overall score calculated as per call quality

team check

Aband-on ratePercent

AHTSeconds

Servicelevel1

Percent

DBC Key Performance Indicators

Qualityscore2

Percent

TargetLine

82

76

5

362

74

Target

80

80

5

270

70TS score PercentTop3 box

Project kick of meeting

8

Agenda Present Project charter to Project sponsor for approval, Introduction to project team

Presented by Lean team

Reviewed by Super Sponsor along with Decision making group

Present Project team

Date 10 June 2011

Outcome Agreement on Project Charter Authorization to move to

diagnostic Phase

Diagnostic phase

9

MEASURE

+

ANALYSE

Contents

▪ Voice of the Customer

▪ Process efficiency

▪ Performance management

▪ Organisation and skills

▪ Mindsets and behaviours

Diagnostic

11

5

Quick turn around time, accuracy and IVR navigation

are key areas of focus from the customer’s perspective

Key priority areas for the customer1

VOICE OF THE CUSTOMER

0

2E

2C

2B

2A4D

4C

4B

10,09,59,08,5

4E4A

2D

Performance

ImportanceUnit of measure

8,07,5

SOURCE: DBC Transaction survey 2011 YTD, Team analysis

Med

ium

Low

Hig

h

1 Based on regression analysis of overall customer satisfaction with phone banking with key dependent

variables including voice and non voice (IVR) satisfaction criteria. Mashreq Gold has been excluded from

the analysis as data sample size not large enough

Critical areas of focus from customer perspective

Average performance on all questions above 7.5 and below 8.5

2A Ease of navigating phone banking

2D Ease of transferring to PBA on IVR

2E Speed of completing the transaction

4B Ability to provide accurate information

2C Functions and services available on phone banking

2B Clarity of information received

4A Being polite and courteous

4C Showing a willingness to help

4D Communicating in a clear and easy to understand manner

4E Proactively offering other products and services

Diagnostic

12

IVR connection time cited as most common dissatisfier by

customers

SOURCE: Transaction survey result – Jul-10 to May-11

Sample size 723

Percent

2

1

3

4

Long time to connect to PBA

Difficult to navigate IVR

No comments

Customer put on hold

Poor PBA knowledge

Total

PBA not profesional

PBA didn‟t keep promise

5

Customer comments on IVR and PBA

IVR related▪ The process in the initial stage is very long▪ Connecting time with representative is high and

slow compare to other bank▪ Holding period is high and option is also lengthy▪ Complicated automated option ▪ IVR not giving correct option▪ Difficult to reach PBA

PBA related▪ At times, the phone banking staff are not able to

give solutions to the customer problems▪ The call centre representative takes a long time to

understand the customer‟s problem▪ The customer service did not call back as promised,

they do not follow up

1 2

Customer satisfaction scores Breakdown of dissatisfiers

Gold-27%

Gold-9%

Gold-64%

Satisfied(Rated 8-10)

Dissatisfied (Rated 1-3)

Neutral(Rated 4-7)

6

7

74

24

2

30

17

13

8

2

2

28

100

Percent

3 5 64

Contents ▪ Voice of the Customer

▪ Process efficiency

▪ Performance management

▪ Organisation and skills

▪ Mindsets and behaviours

Diagnostic

14

Agents have 19% idle (wait) timeA

SOURCE: PBA report data Jun-11, McKinsey benchmark including: Barclays, Credit

Agricoles, Deutsche, DZ, CS, UBS, Fortis, HBOS, HSBC, Rabobank,

Soc Gen

PROCESS EFFICIENCY

Percent

PILOT TEAM

100

14

5 81

7

8 66

19

35

Active Talk time

ACW

5

Hold

7

IdleUtilized time

MeetingBreakLog in time

Ab-sence

leavePaid time1

Effective time of 47%

Effective time benchmark

60

Utilized time of 66% at par with McKinsey benchmark of good performance (69%),however, high overall effective time lower than international benchmark

Benchmark

Effective time

1 Excludes weekend leaves

Diagnostic

15

SOURCE: DBC MIS, Team analysis

PROCESS EFFICIENCY

Significant opportunity (~8% of capacity) to migrate calls

onto IVR

Opportunity to migrate simple transactions to IVR

Increase customer

satisfaction by avoiding customer referral to MOL and IVR for payments

Monthly volume

Blocking captured/stolen card

2000

MOL activation 10000

Transactioninquiry

25000

Credit cardbill payment

50000

50

10

25

25

Opportunity to migrate1 (percent)

1 Opportunity to migrate based on discussions and preliminary brainstorming with DBC pilot team

Diagnostic

16

AHT improvement of 7% can be achieved by reducing staff

AHT variability

AHT across agents by quartile

438

373

327

277

-14%

Ø 353.75

Quartile 1

Quartile 3

-17%

Quartile 4

Quartile 2

SOURCE: DBC KPI performance report Apr-11 to May-11, pilot team

Agent by quartiles

C

▪ AHT performance vary substantially across Agents, ranging from 241 to 525 seconds

▪ Increasing sharing of best practices, such as standard call guides, coaching and process confirmation can support reducing this gap

▪ Moving quartile 3 and 4 to average will increase capacity by ~7% post process improvement

▪ Moving all quartiles to target of 270s will reduce AHT by ~31%

xx% Improvement opportunity

Unit Target = 270

Diagnostic

17

39SOURCE: DBC MIS, PBA report

Average Quality report – Mar-11 to May-11

Score

Process Efficiency

Quality scores can be improved by reducing variation

between parameters

Improving scores on Cross sell, migration & knowledge will increase Inbound Quality score by 11%

Diagnostic

18

Exclusive use of CRM could reduce number of screens used

by agent through systems integration

DBC average monthly volume – only 17% of transactions logged in CRM

Volume transactions logged at DBC

Activation

Tin Generation

EPP

Captured

Tin Reset

Cancellation

Cancellation Charge

Reversal

Card Feature 19%

Card –Bill Payment 16%

12%Transaction Enquiry

Casa Features 10%

Dead + Call Transferred 8%

SOURCE: CRM + Banc24 volume from Mar-11 to May-11

Banc 24-Inquiry

CRM-Inquiry

CRM-Maintenance

CRM-Complaint

▪ Sys Family Yes▪ Banc 24 Yes▪ Intranet/KMS/MOL Yes

▪ Select Partly▪ Vectus Partly▪ Excel Partly

▪ CTS web tbc▪ Mimick tbc▪ Postilion tbc▪ Outlook tbc▪ Vipra tbc▪ SFE Leads tbc

…Scope for reducing list ofsystems used by DBC

53%

39%27%

8%

6%

6%

6%

83%

2,50

4

17%System Scope

CPROCESS EFFICIENCY

Diagnostic

19

30% of calls received in IVR are abandoned at various

points due to poor navigationWelcome Menu

Select Language

For Arabic1 For English2 For Hindi3

Card activation

2

Account transfer

3

Credit card bill payment

1

Utility bill payment

2

Block card 3

SEWA bill3

Etisalat bill1

DEWA bill2

ADDC bill4

DU bill5

GSM Landline or Internet bill

1

Recharge WASEL account

2

Pay bills1

Recharge mobile bill

2

Mashreq banking services

1

Last 3 trans.2

Speak to agent0

Balance1

Payments and account transfer

3

Mobile activation code

4

More trans., TIN change, Cheque book

5

Comprehensive structure

Existing Mashreq customer

1Status of application for loan, Credit card or account

2 Banking products3Mobile banking services

4

More on balance and transactions

1

Account or credit card details

1

Change TIN2

Last 5 transactions

2

Credit card-auto payment option

3

30 account trans-actions by fax

3

Order a cheque book

4

Last credit card statement by fax

4

SOURCE: DBC IVR data, MIT

45% of the calls are verif ied through IVR

17.3%

1.2%

0.9%

0.2%

1%

2.1%

0.2%

0.3%

0.4%

0.1%

5.1%

xx%Percent calls

abandoned

76

xxxxxx

22 61 16

278

65 4 2

27

3

3

10

1

% Volume %

Eliminated

Location prioritized

11

PROCESS EFFICIENCY

71

Contents ▪ Voice of the Customer

▪ Process efficiency

▪ Performance management

▪ Organisation and skills

▪ Mindsets and behaviours

Diagnostic

21

Scope to improve performance management on all dimensionsPERFORMANCE MANAGEMENT

1 Chart incorporates weighted average survey response of 5 pilot team Agents and

calibration against benchmark

SOURCE: Performance Management Survey

1 = Poor5 = Good practice

▪ Formats are standardized and clear

▪ Daily service level, interval, sales and PBA report helps close monitoring of team

Reporting formats and frequency

▪ Data and report storage standardized and well organized

▪ No SOPs for formal data collection procedures

Data collection, report production

Target setting▪ Quality score to identify areas

of improvement on a monthly basis

▪ Balancing metrics in place, but long term sustainable improvement plan not in place

Improvement planning

Corrective actions

▪ Clear accountability of KPIs▪ Main KPIs exists but no clear

cascade of top level KPIs to staff level

KPI definition

▪ Root cause of problems not addressed

▪ Corrective actions are not tracked systematically

▪ Clear targets are set around productivity, quality, transaction mistake, punctuality and sales

▪ Performance meetings not held regularly

▪ Informal discussions around targets missed but no focus on performance gaps

▪ Room for improvement in structuring meetings (agenda, roles, inputs, outputs)

Performance review

1

3

2

4

5

Diagnostic

22

Existing performance boars do not consistently cover unit

KPIs and performanceElectronic screens are visible and

track PBA performance in real-time but don’t show trending

Table shows, Name of DBC agent, ID, Activity being done and agent stat. Online data updated every 5 sec.

Table shows, Name & ID of DBC agent, in call status, NR reason and time in state. Online data updated every 3 sec.

Call offered, answered, call in wait and maximum call wait for Gold and whole DBC respectively.

Top performer in terms of Quality and cross sales

Visible boards showing best PBA, 1st runner up, Quality star and best team leader for the Month

Board showing best PBA agent as well as team in terms of cross sales.

Yellow line showing the actual service level on a monthly basis

Green line showing the target service level (80%)

1

1

2

34 2

3

4

5 6

Boards showing top performer amongst the team

5 6

Visible boards showing best PBA, 1st

runner up, Quality star and best team leader for the Month

7

7

Visible boards showing best PBA and teams in terms of cross sales

8

8

Boards showing the Service Level %

9

9

1010

Contents

▪ Voice of the Customer

▪ Process efficiency

▪ Performance management

▪ Organisation and skills

▪ Mindsets and behaviours

Diagnostic

24

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Syed Osama Naqvi - PBA

Donna Dioneo - ATL

Team Leader

Bayader A Radhi- PBA

Jonathana Stanly - PBA

Eman Al Haj - PBA

Famer Shahzad - PBA

Fizza Zahra Raza- PBA

Ahmed Mohamed - PBA

Ahmed Wahd - PBA

Ashumita Ramish - PBA

Com

puta

tion

Rabia Murtaza - PBA P

rodu

cts

Know

ledg

e

Maria Elena - PBA

Mohamed Mostafa - PBA

Raheel Pirzada - PBA

Abilit

y to

mul

titas

k

Frau

d aw

arne

ss

Coac

hing

& F

eedb

ack

Bank

sys

tem

Kno

wled

ge

Back

End

Ope

ratio

ns k

now

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e

Corre

spon

danc

e

Com

mun

icat

ion

/ Lan

guag

e

Bank

Cha

rges

kno

wled

ge

5 S

Perfo

rman

ce M

anag

emen

t

Prob

lem

Sol

ving

Lean

Kno

wled

ge

Proc

ess

Conf

irmat

ion

CRM

Behavioral

CompetenciesLean Skills Technical Competencies

Resu

lts D

eliv

ery

Peop

le O

rient

atio

n

Impr

ovem

ent O

rient

atio

n

Setti

ng D

irect

ion

Prof

essi

onal

Exp

ertis

e

Skills gap analysis using skills matrix

SOURCE: Team analysis, interview BM 8/6/09

Key insights

Skills matrix created by lean teamActual Level

Required level

Lean training

required for all the

PBA‟s in particular

around:

- Computing skills

- Back end

operations

knowledge

Class room trained

Recognized expert

Can do - without support

Can train - other colleagues

Grid for Lean Skills & Technical Competencies

KEY: Blue = Actual Red = Required

Basic = 1

Senior Managerial = 4

Supervisory = 2

Managerial = 3

Dimensions for Behavioral Competencies

KEY: Blue = Actual Red = Required

Contents

▪ Voice of the Customer

▪ Process efficiency

▪ Performance management

▪ Organisation and skills

▪ Mindsets and behaviours

Diagnostic

26

From …

Focus group workshop helped PBAs identify key organizational

issues and discuss their future vision of Mashreq

SOURCE: DBC focus group workshop with pilot team members

“Mashreq is slow”

“I don‟t think that my opinion matters”

“Teams are not fully engaged”

“Changes are made without involving PBAs”

“When customers bank with us they feel the road is closed”

“We are being trained by ourselves”

“Full of stress”

“Focus is always on Service Level, if it is down then we have huddles otherwise not”

“Customers are not properly informed and complain about hidden charges”

“Mashreq‟s products are un-paralled compared to other banks, but needs to facilitate customer‟s wants and needs”

“Process is slow-delays occur frequently”

Diagnostic

27

Focus group workshop helped PBAs identify key organizational

issues and discuss their future vision of Mashreq

SOURCE: DBC focus group workshop with pilot team members

“We have to be progressive”

“Customers appreciate our services”

“Greater employer engagement, knowledge sharing and empowerment”

“If customers bank with us, we want them to smile”

“We have to get going”

“Happy and satisfied employees”

“We want to see it as a perfect call centre giving best services”

… To

“Customer oriented and profitable”

“We have to be supportive”

“Highly supportive senior management”

Diagnostic

28

29

Tollgate review

Agenda : Present diagnostic findings to Decision making group & take approval to design solutions for the same

Presented by Lean Project team

Reviewed by Super sponsor along with Decision making group

Date 13 Jul 2011

Outcome Project team authorized to design solutions

DESIGN PHASE

30

IMPROVE

Contents

▪ Summary

▪ Voice of the Customer

▪ Process efficiency

▪ Performance management

▪ Organisation and skills

▪ Mindsets and behaviours

Design

32

Customer needs drive the solutions designed for DBC

▪ Optimize scheduling and create flexi team to utilize idle time in outbound sales

▪ Increase CRM utilization to reduce duplication of work

▪ Consolidate forms in CRM

▪ Optimise verification questions

▪ Revise call guides with precise and comprehensive scripts

▪ Reduce queries by enhancing KMS

▪ Redesign MOL activation process

▪ Simplify IVR & improve navigation

Process efficiency

Resolve issues at first contact

Should be able to reach agent quickly

IVR should be simple and easy to use

Customer should get quick and accurate solutions

PBA knowledge needs to be increased

“Speed of completing the transaction is very low”

“It is very difficult to navigate the IVR”

“Had to visit the bank more than once before complaint could be resolved”

“Took too long to resolve the problem”

“PBA knowledge is poor”

What the customers said..

VOC priorities

▪ Huddle boards and daily huddles to measure individual performance

▪ Revised incentive scheme

▪ Process confirmation

Performance management

Organisationand skills

▪ Call listening and daily coaching for each agent to improve performance

▪ Enhance PBA knowledge through skills matrix based training plan

▪ Ensure value add time spent using DILO

SolutionLever

Mindsets and behaviour

▪ Team barometer

▪ Fostering understanding and reinforcing change

▪ Analyse transaction surveys

▪ Action planning and feedbackVoice of customer

Enhance overall customer experience

Increase DBC capacity utilization

Enable PBAs to service customers at first contact

Reduce and effectively use idle time to generate sales

Design

33

First contact resolution

Design solutions will have a positive impact on first contact

resolution and sales

SOURCE: Team analysis

▪ Enable PBAs to service customers at first contact

- Revise ADMs

- Provide system accesses

- Provide training and coaching

Resolution provided at first contactPercent

42

14

+200%

6559

+10%

FutureCurrent

Complaints

Service requests

Sales

150 150

340

10

25

+5%

Inbound

Outbound

TSU

Future

365

10

Current

500

Total DBC average monthly salesAED million

▪ Reinvest idle time in outbound sales through creation of flex team

- Flex Team will do outbound calls when inbound call volume is low and vice versa

- Generate additional outbound sales of AED 2.5m per month

Design

34

Last M

odifie

d 0

6/0

7/2

011 0

8:4

9:3

3 A

rabia

n S

tandard

Tim

ePrin

ted 1

8/0

3/2

011 1

0:4

2:4

8

Doc ID TBD

27

VOICE OF CUSTOMER

Actions

Link customer surveys to action planning and feedback/ problem resolution sheet

Embed in call listening and coaching sessions

Link survey results to KPI‟s for Team Leaders/Team Managers

Customer satisfaction (survey results) to be continuously tracked on huddle boards

Analyse Voice of customer trends every six months

- Discuss necessity for further process adjustments

- Create action plan and assign responsibility

Monthly transactional surveys will be used to further drive and sustain improvements over time

Overall Measures Non Priority

Actions

Overall Satisfaction with Phone Banking (Weighted Index)

71%

Automated Phone Banking Overall (Weighted Index)

70%

Phone Banking Rep. Overall (Weighted Index)

75%

Key Drivers/ Areas to Focus

Ease of navigating the automated phone banking system

Monitor

Functions and services available on the automated phone banking service

Monitor

Speed of completing the transaction Monitor

Being polite and courteous Maintain

Ability to provide accurate information upon request

Maintain

Showing a willingness to help Monitor

Snapshot of transaction survey

SOURCE: Market Probe monthly transaction survey, team analysis

Design

35

Calls offeredCapacity

To make additional outbound calls, flexible team of multi-

skilled PBAs is needed which will utilize wait time effectively

Idle Capacity

Calls per daythousands

SOURCE: DBC Interval report Jun-11

Flexi Team will do outbound sales activity when inbound call volume is low

Manage inbound peaks during month ends and beginning of month

Reduce and effectively use idle time to generate sales

Effective use of telopti to schedule and monitor agents

91 FTE

10 FTE

Calculation of Flexi team:Base load team FTEs will handle 70% of the call volume (Average call volume + standard deviation)A. Average daily volume = 4024 ; std deviation= 581 ; Total volume = 4605B. Daily productivity of PBA = Total productive hours (7) * calls /hour (10) = 70 calls per dayC. Base load team required on floor (A/B) =65 D. Total Base Load team (factoring 28% leaves) = 91E. Total team strength =101F. Flexi team (E-D)=10G. Calls pr hour is =10 (60mins / AHT 5.88 mins (353 secs)

Base load volume1

Flexi team is a dynamic concept and will increase /decrease based on volume

forecast

1

PROCESS EFFICIENCY

Design

36

30

Flexible staffing model will enable optimum utilisation of

agents’ idle time

PROCESS EFFICIENCY

‘RAG model’

Decisions requiredPilot the flex team model in DBC

▪ 3 status based on call flow

„Red‟ ▪ Flex staff handles inbound only

„Amber‟ ▪ Part of team assigned to outbound

„Green‟ ▪ Move team to outbound calls

▪ Board will be used as a tool to guide/enable the flexible staffing model; it will have a clear picture of staff mobility and call status

▪ It is the ATLs responsibility to monitor and update the status

SOURCE: Team analysis

Design

37

Eliminating non-value-add activity in enquiry/service

resolution process can reduce overall process time by TBD %Reversal – late payment fee

▪ Total processing time – 387

▪ Value add – 332

▪ Nonvalue add – 55

Close call

10

ATL/TL will update CTS

15

Reconfirm inquiry

1010Check in SELECT why the late payment was charged

45Informthe cust. regarding the late payment

45

Update the request in CRM with reason

60 Informcust. thatthe request has been acknowl-edged

30

Ask for more assistance

30

Receive call

2

Greet customer

5

Understand request

30

Ask forcard number or account number

10

Customer verification –ask 3 questions

90

Start

Thanks for

providing the

answers

5

End

Nonvalue add

Time taken(seconds)

Design

38

The design focuses on processes that deliver the most

impact

Overall impact ~9%

Type of call

Enquiry

Service requests

Complaints

Process name

▪ Credit card bill payment

▪ Transaction inquiry

▪ Voucher redemption

▪ CC cancellation

▪ Delivery

▪ CC/CASA product feature

▪ Interest calculation

▪ Captured and stolen cards

▪ Via forms

▪ Reversals – late payment fee

▪ Balance transfer

▪ EPP

▪ Supplementary Card request

▪ MOL activation

▪ Credit shield

▪ Complains solved by DBC

Average monthly volumes after migration

Design OpportunityPercent

3.57

0.49

0.39

0.76

1.58

0.07

0.01

0.44

0.00

0.45

0.16

0.14

0.16

0.06

0.11

0.37

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

PE

IVR

IVR

PE

FCR

PE

PE

IVRPE

PE

PE

FCR

PE

PE

PE

PE

PE

FCR

High Impact

Diagnostic OpportunityPercent

3.57

0.49

0.39

0.76

1.58

0.07

0.01

0.44

0.00

0.45

0.16

0.14

0.16

0.06

0.11

0.37

2

PROCESS EFFICIENCY

SOURCE: DBC MIS, Team analysis

Design

39

Increase effectiveness of CRM workflow by enhancing

utilization across different units and improving speed

PROCESS EFFICIENCY

TimelineIssue

CRM server capacity issue

Agent accesses multiple systems for information -Motion and time waste (Select, Banksys, CTS,

Bank 24)

Use of independent excel sheets to do calculations – lack of calibration and standardization

Unable to log multiple requests in a single activity in CRM

Requirement

Improve client bandwidth by increasing server space

Integrate and populate information in CRM

Standardized linked in excel calculator in CRM

Enable user to log multiple requests in a single CRM activity

Action required

Approval to apply approved capex

Assess feasibilityEvaluate impact on core systemHost systems compatibility

Middleware compatibility

Vendor to revert on feasibility and timeline ISG approval required

Vendor to revert on feasibility and timeline

Long term

Short term 6-8 weeks

TBD

Short term 6-8 weeks

Short term 6-8 weeks

Key departments not on CRM leading to manual processing and delays (Card Ops, CAM, CDC)

Engage departments and onboard onto CRM (Card Ops, CAM, CDC, FRMU)Develop request forms in

CRM

Design and agree requirements with units and launch URF

To be prioritized

Decisions required▪ Budget approval for procurement and system enhancement

2

Overall impact ~3% increase in capacity

SOURCE: Team analysis

Design

40

Reduce process time for form related processes through

consolidation of forms and automation in CRM

From To

Decisions required▪ Card Ops to use CRM work flow for processing request received from DBC▪ Development of form feature in CRM

Manual filling of fields reduced from 125 to 43.

Forms on CRM will reduce it to 8 fields

2

PROCESS EFFICIENCY

3 manual forms used with duplicate fields

Single form with reduced fields in CRM

Overall impact ~0.5% increase in

capacity

SOURCE: DBC

p p p

p p p

p p p

p

AED / QR

AED / QR

AED / QR

AED / QR

Mashreq Points Transfer

Intercard Transfer

Credit Limit Decrease

Debit Card 1 # Debit Card 2 #

Internet Misusage

Fraud Trnx

Sup Credit card 3 #

Card Replacement Reason

Lost

Stolen

Card Maintenance Form to Card Services Unit from DBC

Sup Credit card 4 #

Primary Card holder

name

Sup Credit card 3 #

Sup Credit card 2 #

Primary Card holder

name

Primary Credit card 1#

Sup Credit card 1 #

Wrong Embossed

ATM Captured

Primary Credit card 1#

Sup Credit card 1 #

Sup Credit card 4 #

Sup Credit card 2 #

From Credit card :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To Credit card :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

_ _ _ , _ _ _ Dr

_ _ _ , _ _ _ Cr

Request taken by Staff ID Date Signature

_ _ _ , _ _ _ . _ _ Dr

_ _ _ , _ _ _ . _ _ Cr

From Credit card :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

To Credit card :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Comments if any: -

Decrease Cr Limit to

Decrease Cash Limit to

_ _ _ , _ _ _ . _ _

_ _ _ , _ _ _ . _ _

Select# Select#

Others (Specify reason)

Reason for others

Disputed Trnx

Advance Renewal

Damaged

Design

41

Decisions required▪ Approve proposed KMS design

From

KMS enhancement & alignment will reduce time spent on

searching and solving queries during calls

To

2

PROCESS EFFICIENCY

Product Features Credit Cards - Bill Payment

Transaction Inquiry CASA - Available Balance

Credit Cards - Mashreq Points Internet Banking

General - Br. timings / locations ATM & DCC - DCC Inquiry

EPP Card Cancellation

Supplimenatry card Replacement and renewal

Quick Links Updates TAT Br timing & location Eligibility criteria Quality Guidelines

Product Knowledge System Knowledge Country wise guidelinesKnowledge base

Top Transaction Types

Product based KMS KMS prioritized by volume & transaction type

SOURCE: Mashreq Knowledge Management System

Design

42

Reduce AHT by optimising verification questions asked to

customers

PROCESS EFFICIENCY

ToFrom

Decisions required▪ Approve proposed verification list

1 DBC/TSU Verification Questions for Individual Retail banking customers

2 DBC Verification Questions for SME customers:

3 DBC Verification Questions for Mashreq Securities Customers:

4 Verification procedure guidelines

5 General Guidelines:

1 DBC/TSU Verification Questions for Individual Retail banking customers

(List 1)

1. Limit on your credit card? (Can also be asked for an alternate CC)

2. Favorite City as registered with Mashreq?

3. Passport Number

4. Qatar ID number/Qatar Immigration file number?

5. Due date on your credit card? (Can also be asked for an alternate CC)

6. Date of Birth?

7. Mobile Number?

8. Last Salary credited to your Mashreq account?

9. PO Box?

10. Land Line Number?

11. Expiry date on card?

12. Staff Number?

13. Home country Address?

(List 2)

These questions could also be used as trick questions

1. Last payment or total payment towards your credit card? (Can also be asked for an alternate CC)

2. Date of the last payment on your credit card? (Can also be asked for an alternate CC)

3. Date or Month of employment?

4. May I know how many active primary credit cards you have with us?

5. Limit of your supplementary card? (PBA can choose which supp card).

6. Last transaction amount on your Credit Card/Account?

7. 1 outlet where you have charged on your card in the last 5 days?

8. May I know the tenor of your Fixed Deposit/Personal loan with Mashreq?

9. May I know the amount that you charged at ***** outlet on **** date?

10. May I know your Fixed Deposit amount with Mashreq?

11. May I know your loan installment amount with Mashreq?

12. How many active supplementary cards do you have on your Mashreq credit card? (any

primary card can be picked)

2

Standard list with simplified questions for all customers

Multiple questions (25) for multiple customer segment

SOURCE: DBC customer verification guidelines

▪ Question have been reframed for clarity

▪ Added /deleted questions for simplification

▪ Standard list of questions across units

▪ The process of asking questions has been simplified and standardized

Design

43

36

Multiple follow ups with customer can be avoided via SMS

and reduce after call work

PROCESS EFFICIENCY

ToFrom

▪ Follow up calls can be reduced by sending SMS to customers for confirming service request

Cost Benefit analysis:

Average monthly follow up calls = ~ 3500Total Cost (Current) = ~AED 17,500

Total Cost (Future) = ~ AED 9,275

Potential impact on capacity = 0.5%

2

List of SMS requirement to eliminate calls on follow up

System Name SMS require for transaction type

BANKSYS Account - Account Freeze

Account - Amount on Hold

Account - Change Account Type

Account - Cheque Not Credited

Account - High Amount Withdrawal

Account - Resubmission of Outward Clearing Chq

Account - Return Cheque Reason

Account - Salary Not Credited

Account - Update Account Information

Account - Update Banksys CIS Info

Credit Card - Auto Payment

Other Products - MMC Consolidation

CRM Credit Card - Security Cheque Release

General Services - Card Delivery

SELECT Credit Card - Cancellation

Credit Card - Hold Amount Release

Credit Card - Limit Decrease

Credit Card - Statement Reprint

CTS Account - Charges and Fees

Credit Card - Mashreq Points

Credit Card - Stop Statement

Credit Card - Reversal

EDMS General Services - Dispute Request

FMU Credit Card - FMU / CCRD related

General Services - Fraud Mgt Unit

VECTUS Credit Card - Application Status

Not known Account - Cheque Book at Branch

Account - Cheque Book Delivery Status

Account - Transaction Details

Funds Transfer - FT not Debited

General Services - Utility Bill Payment

MOL - TCC Delivery

Average cost per call = AED 5Average cost of SMS = 0.30 fillsAssumption: Follow up calls are 50% of total O/B calls for Jun-11.

50% of these will be reduced by using SMS option

PBA makes follow up call to inform customers about status of service completion

Direct SMS from system post completion of service

Decisions required▪ SMS facility for sending confirmation for the list of service types

SOURCE: DBC MIS

Design

44

ToFrom

Call guidelines▪ Call guides provide basic directions

and instruction

▪ Create standard operating procedures to define best practice, e.g., call guides for major call types, guidelines for handling Hold/Wrap

System training▪ Currently agents do not get sufficient

practise on system during trainings

▪ Provide agent sufficient number of cases to practice on during training

▪ Update key system fields on CRM & KMS

Query reduction▪ Multiple queries raised by PBA while

on a call

▪ Enhance KMS so that agent can answer calls without help

▪ Provide regular refresher trainings

Coaching▪ Ad hoc coaching

▪ Daily call listening with on the spot feedback

▪ Weekly 1:1s

Reduce AHT variability through structured and simplified

call guides, training and regular coaching3

PROCESS EFFICIENCY

Design

45

From

Reduce process time variability by developing standard,

precise and comprehensive call guides

Lengthy, wordy document

Difficult to locate online during a call

No script for Cross sell & migration to alternate channel

3

PROCESS EFFICIENCY

Broad guidelines for product features in call script

Standard scripts with basic features & qualifying criteria

SOURCE: DBC

Decisions required▪ Approval of proposed PBA call guidelines which is restricted to qualify customer for new product

To

Simplified script

Printed copy

of call guide is available to each agent for immediate

access Standard

best practice dialogue

Tips / expanded dialogue

Compulsory script

Design

46

39

Decisions required▪ Approval of redesigned Mashreq Online Sign on page▪ Redesign of MOL demo

From

Number of queries regarding MOL can be reduced by

improving MOL activation process on Mashreq site

To

1. Re-arrange icons on Mashreq online sign on page

2. Automate Demo process steps-eliminate manual clicks

3. Add voice element to Demo

process

3

Demo is difficult to locate on webpage

Page layout is not logical and consistent

PROCESS EFFICIENCY

Current Mashreq online sign on process is complex, manual & non interactive

Simplified , interactive process

SOURCE: Mashreq Online website

Design

47 SOURCE: DBC MIS, Team analysis

Significant opportunity to migrate calls onto IVR and

alternate channels (freeing up ~4% of capacity)

Monthly volumes

Blocking captured/stolen card2

10,00

25,000

50%

10%

Actions required to facilitate migration1

1 Opportunity to migrate based on discussions and preliminary brainstorming with DBC pilot team2 Captured, Lost & stolen, Damaged, Fraud, Emboss name incorrect

Current Issues

MOL Activation

IVR unable to give hold amount information

Develop acknowledgement mechanism via SMS for calls answered by IVR

Develop call guide for PBAs to use at all times

Pre position transaction types which needs to be migrated on IVR tree

Develop feature providing hold amount Information on IVR

MOL activation process is difficult to explain to customer resulting in high AHT

Simplify description of MOL activation process on internet and make it easily accessible

% that can be migrated

No standard script for PBAs to educate customers on IVR usage

Current IVR automated features are not easily accessible on IVR (Remotely positioned)

Customer has less confidence in info provided by IVR hence recalls PBA to confirm

Decisions required▪ Approval for sending SMS▪ Approval for revising the MOL demo on net banking

Overall impact ~4%

4

PROCESS EFFICIENCY

25%

Transactioninquiry

Design

48

Proposed IVR tree for optimizing time spent on IVR for

transactions and service requestWelcome Menu

Select Language

For Arabic1 For English2 For Hindi3

Card activation

4

Credit card bill payment

2

Bill Payments and Account transfer

2TIN change, Cheque book

5

Existing Mashreq customer

1

2

2

Banking Products3

Status of application for loan, Credit card or account

4Mobile banking services

4

2

Feature requirement

Speak to agent

0

Account transfer

3

Utility bill payment1

Transaction details.

2

1.If customer enters Card/Account no and do not enter PIN. IVR to ask 2 times for PIN and transfer to PBA1.Once customer is verified on IVR barging Prompt of balances to be provided.2beginning for EPP promotion & option to speak to PBA3.Post completion of transaction - Prompt for Promotion & option to speak to PBAWhen customer is on hold – Music to be replaced with promotion prompts

Move call to Outbound team

SEWA bill3

Etisalat bill1

Du bill2

ADDC bill4

DEWA bill5

Account or credit card details

1

Change TIN1

Last 5 transactions

2

30 account trans-actions by fax

3

Order a cheque book

2

Last credit card statement by fax

4

Decisions required▪ Approval of proposed design for execution

1

Block Card2

Key changes: Volume based priority Block card upfront Routing non customer to outbound

(in specific times) Cross sell and promotion prompts

4

PROCESS EFFICIENCY

SOURCE: Team analysis

Speak to Agent0

Design

49

DILO will help Team Leaders structure their week around

coaching and performance management of PBAs

ORGANISATION & SKILLS

ToFrom

SOURCE: Team Analysis

~40 – 50 % Value add

~60 – 70 % Value add

Target Performance

Performance Monitoring / Quality

Escalations / Processing / staff supervision

Admin/Meetings/emails/

Coaching

Breaks

~30 - 35% of time spent on performance Management,

quality monitoring and coaching

Structured day

65 % of time spent in coaching / performance

management

Performance Monitoring / Quality

Escalations / Processing / staff supervision

Admin/Meetings/emails/

Coaching

Breaks

▪ Team leader spends a large portion of day managing escalations and processing requests

▪ No coaching schedule▪ Day is unstructured

▪ Not enough time spent on coaching

Root Cause Solutions▪ 20 minutes 1:1 session with each of the PBA in

the team on a daily basis by TL/ATL▪ Escalations to be minimized will skill

improvement and coaching

▪ Structured day

133

18

38

28

Current State

13

38

6

19

25

Design

50

# # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #

#

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#

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#

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#

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#

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#

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#

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# # # # # # # # # # # # # # # # # # # # # # # # # # ## ## # # # # # # # # # #

# # # # # # # # # # # # # ## # # # #

Prob

lem

Sol

ving

Syed Osama Naqvi - PBA

Donna Dioneo - ATL

Mohamed Desouky

Bayader A Radhi- PBA

Jonathana Stanly - PBA

Eman Al Haj - PBA

Fizza Zahra Raza- PBA

Perfo

rman

ce M

anag

emen

t

Ahmed Mohamed - PBA

Ahmed Wahd - PBA

Ashumita Ramish - PBA

Com

puta

tion

Rabia Murtaza - PBA

Pro

duct

s K

now

ledg

eMaria Elena - PBA

Mohamed Mostafa - PBA

Raheel Pirzada - PBA

Setti

ng D

irect

ion

Abi

lity

to m

ultit

ask

Frau

d aw

arne

ss

Coa

chin

g &

Fee

dbac

k

Ban

k sy

stem

Kno

wle

dge

Bac

k En

d O

pera

tions

kno

wle

dge

Cor

resp

onda

nce

Com

mun

icat

ion

/ Lan

guag

e

Ban

k C

harg

es k

now

ledg

e

5 S

Prof

essi

onal

Exp

ertis

e

Lean

Kno

wle

dge

Proc

ess

Con

firm

atio

n

CR

M

Behavioral

CompetenciesLean Skills Technical Competencies

Res

ults

Del

iver

y

Peop

le O

rient

atio

n

Impr

ovem

ent O

rient

atio

n

Training around computational skills and back-end

operations knowledge can reduce skills gaps between agents

SOURCE: Team analysis

Skills matrix created by lean team

Lean training required for all the PBA‟s in particular around:

- Computing skills

- Back end operations knowledge

Classroom trained1

Recognized expert1

Can do without support1

Can train others1

Actual skill

Required skill

Key gaps

ORGANISATION & SKILLS

B

Design

51

Training curriculum defined for DBC staff to enhance skill

levels To be developed

Lean skills

Technical skillsBehavioural competencies

Skill Action plan

▪ Coaching/Feedback

▪ e-Course: "Coaching"▪ e-Course: "Developing employees"

▪ e-Course: "Feedback essentials"▪ MLS training: "Coaching - A leadership skill"

▪ Training session by lean agent▪ Process confirmation

▪ 5S ▪ Training session by lean agent

▪ Performancemanagement

▪ e-Course: "Performance appraisal"

▪ e-Course: "Goal setting"

▪ Problem solving

▪ Training session by lean agent

▪ Open house by Product teams

▪ KPI structure ▪ Training session by lean agent

Skill Action plan

▪ Result delivery ▪ MLS e-Course: “Customer Focus”

▪ People orientation

▪ MLS e-Course: “Negotiation Skills”

▪ Improvement oriented

▪ MLS e-Course: “Process Improvement”

▪ Setting direction

▪ MLS e-Course: “Meeting management”▪ MLS e-Course: “Leading and motivating”

Skill Action plan

▪ Professional expertise

▪ MLS e-Course: “Six thinking hats”

▪ Product knowledge

▪ Internal trainings done by DBC training team▪ Customer Care Training internal 1 week

training program

▪ CRM ▪ MLS Classroom training on CRM

▪ Computation ▪ Training available as a part of product knowledge. (need to be developed further)

▪ Bank system knowledge

▪ Classroom training done on the basis of info available on intranet

▪ Correspondence ▪ Business English course

▪ Communication/Language

▪ Cohen Brown (call centre module ) available but not executed

Technical skill development would mainly be achieved through the internal training program created with the help of recognized trainers.

Refresher courses are required to keep the knowledge of the PBAs updated.

▪ Bank charges knowledge

▪ Training available as a part of product knowledge. (need to be developed further)

▪ Ability to Multitask

▪ Need to be developed

▪ Fraud Awareness ▪ MLS courses available

B

SOURCE: MLS, Team analysis

Decision required▪ Approval to give refresher courses to PBA ▪ Give mandate to develop new cost effective courses by MLS

▪ Sales Training ▪ Training required

52

Tollgate review

Agenda : Present Designed solutions to Decision making group & take approval to implement the same

Presented by Lean Project team

Reviewed by Super sponsor along with Decision making group

Date 14 Aug 2011

Outcome Project team authorized to implement solutions

IMPLEMENT PHASE

53

IMPROVE

Implementation

54

Tactical Implementation Plan of all initaitves to track

progress on implementation S M T W T S M T W T S M T W T S M T W T S M T W T S M T W T

Draw branch layout and define value zones

Monitor foot flow movement inside a branch

Monitor customer foot flow vs. Number of tellers

Conduct OPE observations

P M Observeve performance meeting

O & S Create skills matrix for alll branch staff members

M

& B Run mindsets & behaviours survey

Action plan VOC Develop Guidelines x

Coach BM x x

Automation Migration Develop training plan (agenda, calendar) x

Tools (scripts for migration, staff incentive reviewed) x

Customer education / recognition campaign (extra mile) x

Ensure training/communication/tools provided x x x x

Plan on self-service kiosks x

Internal permanent transfer Meet with Branch Ops and get necessary tools at branches x

Train tellers in the new tasks x x x

Rollout x x x

Sales Kit Get the product presentations from Product team x

Identify list of documents as per the 80/20 rule x x

Prepare folders for outdoor sales x

Prepare 1 work station x

Agree with BM, SSM on the set-up x

Procure the stationary for the 4 SSOs desks x

Provide training on the 5S with the live example x

5S Prepare training manual x

Organize 1 hour training x

2 days after training, share 5S pulse check x

Review results x

Establish 5S check as monthly activity x

Create monthly quizz for 5S awarenes x

Branch champion to do spot checks in every branch weekly x

Reward team member with best score quarterly x

Process Confirmation Coach on concept x

Share checklist with BM/RM x

Floor session conducted, checklist filled x x

Implement as occuring activity x

Remittance Train tellers to check and ackoledge remittance request x

Rollout x

Account Opening Training/communication to branch on new changes x

Buddy system for reject x

BM check list to eliminate SSO checks x

Performance Dashboard Put up boards x

Populate the boards with actual data x

Share Morning Huddle Agenda x

Coach on the Morning Huddle Agenda x

Share the sources for the data x

Coach BM, SSM on the boards x

Conduct the first morning huddle x

Q&A session with branch staff x

Rollout daily huddles x x x x x x x x x x x x x x x x x x x x

Share Sales Meetings Agenda x

Coach on the Sales Meeting x

Rollout sales meetings x x x x

Skills Matrix Complete the skill matrix for branch staff x x

Complete the skill matrix for BM (from RM) x

Receive Lean Skills presentations x

Share the action plan with BM/SSM/CSM x

Agree on the dates and times for the Lean skills trainings x

Ensure the Trainings are assigned x

Conduct Lean skills training dates (15-20 min seach) x x x x x x

Build first draft of training plan for branch staff x

Send out email to HR for MDW update x

RAG board Put up boards x

Share the agreed principals with management/staff x

Set up system to notify different states (bell / QMS pop-up / screen) x

Coach BM and CSM on how to use the board x

Coach tellers on tasks x x

Roll-out the RAG board x x x x x x x x x x x x x x x x x

Resource Planning First evaluation of the tool x

Analysis of results and refining the calculations x x x x x x

Share it with regional coordinators, RMs x x

Publish it on the Performance Board x

Coaching 1:1, DILO Prepare pack, share with line managers x x

Coach ( BM,CSM,SSM) on concepts of coaching and DILO x x

Conduct coaching session on the training program x x

Ensure DILO is populated, aim at 65% value added tasks on average x

Ensure DILO and performance board is populated with coaching slots x

Team Barometer Introduce concept of team barometer to the staff x

Engage SSO to make sure the survey is filled quickly x

Coach BM on how to run a team barometer session x

Update the team barometer on the performance board x

Run team barometer session with BM x x x

MIN

I DIA

GNOS

TIC

Proc

ess

Effic

iency

TIP OwnerW1 W3 W4 W5 W6W2

Mind

sets

and

beha

viour

s

IMPL

EMEN

TATIO

N

Orga

nizat

ion an

d skil

lsPe

rform

ance

Man

agem

ent

Proc

ess E

fficie

ncy

VOC

Implementation

55

54

DBC started several initiatives across all Lean lenses to enable

the design, many of them already implemented

SOURCE: Team analysis

Voice of Customer

Process Efficiency

Performance Management

Organisation and Skills

Mindsets & Behaviours

Lens Initiative

▪ Team Barometer

Status

▪ Trainings

▪ Action planning

▪ DILO

▪ Coaching plan/ Weekly 1:1‟s

▪ 5s

▪ Daily huddles

▪ KPI tracking mechanism (MIS)

▪ Performance boards

▪ Process confirmations

▪ Call guides

▪ KMS redesign

▪ MOL activation

▪ Revised verification question

▪ Consolidated forms

▪ Pin generation on IVR

▪ Revised ADMs giving more reversal authority to DBC

▪ Address update

Challenges, resolution ongoing

Implemented

Close to implementation

Next steps

▪ Monitor on weekly basis

▪ Follow up with MLS

▪ Review VOC template

▪ Ensure regular coaching

▪ Rollout and monitor

▪ Completed for Pilot team

▪ Do regular process conformations

▪ Finalise and publish weekly

▪ Rollout and monitor

▪ Rollout and monitor

▪ Increase CRM utilization ▪ Awaiting MIT response

▪ Pilot run

▪ Ready for UAE–awaiting Qatar

▪ Core impact

▪ Pending report for roll out

▪ Pilot run

▪ Monitor daily

▪ Pending approval

Key Decisions required

▪ IVR tree redesigning ▪ Time line to be provided

▪ Flexi team modelling ▪ Will be rolled out by mid Nov-11

▪ Roll out and monitor Push for revised timelines from MIT to complete CRM implementation

Results

56

1-7 Aug 8-14Aug 15-21 Aug 22-28 Aug 29 Aug -4 Sep 5-11 Sep 12-18 Sep 19-25 Sep 1-7 Aug 8-14Aug 15-21 Aug 22-28 Aug 29 Aug -4 Sep 5-11 Sep 12-18 Sep 19-25 Sep

Baseline Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Baseline Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8

Pilot team 639,099 607,115 799,660 810,723 699,519 546,842 885,451 734,923 1,140,337 Pilot team 34,179 60,712 79,966 81,072 69,952 54,684 68,112 56,533 87,718

DBC average 575,529 611,776 962,784 771,998 680,793 484,125 913,607 ####### 864,756 DBC average 35,241 39,050 61,454 49,276 43,455 30,902 62,291 73,091 58,961

Target 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 Target 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

1-7 Aug 8-14Aug 15-21 Aug 22-28 Aug 29 Aug -4 Sep 5-11 Sep 12-18 Sep 19-25 Sep 1-7 Aug 8-14Aug 15-21 Aug 22-28 Aug 29 Aug -4 Sep 5-11 Sep 12-18 Sep 19-25 Sep

Baseline Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Baseline Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8

Pilot team 291 291 295 300 299 289 311 340 257 Actual 80 63 64 56 57 54 74 81 83

DBC average 363 331 343 365 333 320 350 366 366 Target 80 80 80 80 80 80 80 80 80

Target 270 270 270 270 270 270 270 270 270

Average Team weekly Sales (AED) Weekly Sales per agent

AHT (seconds) Service Level%

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

Pilot team

DBC average

Target

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

Pilot team

DBC average

Target

40

60

80

100

Actual

Target

175

225

275

325

375

425

Pilot team

DBC average

Target

Key KPI performance shows improving trend

Flexi team success story:

Flexi team made highest ever sales in the history of DBC which is 3 times more

than their average past performance and 5 times more than the average sales

of rest of the team”

ROLL OUT PHASE

57

Full Roll Out and Control

Implementation

58

55

Current plan for Wave 3 entails implementation rollout

across all DBC inbound teams Rollout

Wk 12

Wk 8

Wk 7

Wk 6

Wk 4

Wk 3

Wk 5

Wk 2

Wk 13

Sep-11 Oct-11 Nov-11

Wk 9

Team 1

Wk 11

Wk 1

Team 2

Team 3

Team 5

Team 4

Performance boards will be rolled out for all team in 4 weeks ending Oct-11Other initiatives like skill Matrix, DILO, Call coaching, 1:1 coaching will be rolled out as per above schedule

Diagnostic

Wk 11

Wk 10

Dec-11

Wk 12

Diagnostic Implementation

•OPE for agent

•Variability analysis

•Performance management analysis (spider diagram)

•DILO for TL/ATL

•Mindset and behaviour focus group

•Team Barometer

Process confirmation, call monitoring, coaching, focus group and handover

Control

59

Performance Boards will enable effective tracking of key

metrics on a daily basis for DBC staff

Daily huddles will be held around DBC huddle board

Decisions required

▪ Boards to be displayed and used in daily huddles at DBC

▪ Identify the place where the Board will be displayed

m Updated monthly

Q Updated quarterly

D Updated daily

Updated manually

Updated from reporting system

Q

W

Updated weekly

W

W D W D

Skills matrix

Team Barometer

Coaching/training plans

Area for problem solving

Graphs for AHT, quality, sales & login time

Top Performer

Login timeQualitylead conversion

Cross Sell

Updates & Events

W W

m

w

Time spent by TLs on coaching

PERFORMANCE MANAGEMENT

A

SOURCE: Team analysis

VOC Survey results

m

Control

60

15

Regular Process confirmation will be done by different levels to ensure sustainability

Team: Condition Met X Needs improvement

Date (dd/mm/yyyy)

Lean Lens

Lean Team

PM

PM

PM

PM

O&S

O&S

O&S

PE&E

PE&E

PE&E

PE&E

PE&E

M&B

PE&E

PM

M&B

ALL

ALL

19 19 19 19 19 19 19 19 19 19 19 19Grand Total (green points) =

TM signature

Reviewer signature

Debrief (feedback) with Branch

Manager 5-10 mins

Share results of walk

through

Debrief (feedback) with LCA

(where applicable) 5-10 mins

Share results of walk

through

● Do SSOs use Sales kits when going for calls?

Are teams bought in to

objectives and processes

of lean transformation

● Are there are negative results on the team barometer?

● Is there action plan to address low scores of team barometer?

Talk to 1-2 SSOs

5 mins

SSOs adhering to new

processes

● Are anew processes embeded within the branch?

● Check effectivness of performance boards

●Does RAG process help in reducing admin tasks of SO

Daily Huddle sessions

conducted

● Ask SSO if the daily Huddle was conducted and what they were asked

to focus on today

Communications being

delivered clearly and

timely

● Pick a comms from the week, does the team memberknow what that

comms is and can they explain it to you? Or ask them what the last comms

they had was.

Walk through team area / floor

5-10 mins

5S● Are 5S standards being sustained by branch staff?

● Are 5S checks executed regularly?

Process Confirmation

forms used by branch

manager

● Is branch manager using Process confirmation checklist

RAG Boards

● Are the task being completed by staff (i.e., look for white cards turned

around)?

● Is staff following RAG configuration (e.g., ask which status the branch is

in and compare to the board)?

Problem solving● Is the problem solving section on the boards used effectively (e.g., are

root causes and resolution identified with owners and timelines)?

Sales kits

BM adhering to model day ● Check that BM DILO is followed (review real day vs. DILO)

Skills matrix updated

regularly

● Can the BM tell who in the last two weeks was updated on the skills

matrix, and show evidence why the change was made? Check top right

hand corner of the matrix to see what date the matrix was last updated.

Coaching sessions by line

managers

● Is line manager using individual coaching logs for regular coaching

lessons

● Are records up to date?

Are teams engaged in

problem solving?

● Are identified problems discussed and recorded to performance

boards?

● Is problem-solving/ escalation guideline followed?

RAG Boards ● Ask CSM if RAG boards updated daily and usage effective

Weekly 1:1 meetings

conducted

● Ask line manager if weekly meeting was conducted and what was its

focus

Process confirmation sheet - Lean Leader

Frequency of process confirmation: 1 visit per week

Target Condition What to check/behaviour to observe

Talk to BM/SSM/CSM

5-10 mins

Performance boards

effectively used

● Are performance boards kept up-to-date?

● Are performance boards effectively used to discuss performance

during morning huddles?

Morning Huddles● Does everyone understand relevant KPIs?

● Is everyone engaged in the conversation?

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

7

16

Template

Control

61

39

KPI charts will be published regularly to ensure sustainability and will be base for continuous improvement

1 Note that the performance boards may not be showing all the elements of the KPI charts attached

Details

Description ▪ KPI charts will help us

keep track of the impact of the lean transformation in the DBC

▪ We will start using them at the end of week 3, after one whole week of using the performance boards

▪ Following this, KPIs need to be updated every first working day of the week (usually a Sunday) and sent to the lean transformation team in electronic format

Tools needed ▪ DBC KPIs spreadsheet

28-2 Jun 4-9 Jun 11-16 Jun 18-24 Jun 25-30 Jun 2-7 Jul 9-14 Jul

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7

Actual 0

Target 36 36 36 36 36 36 36

SSO applications

0

5

10

15

20

25

30

35

40

Target

Actual

1

3

2

How to fill in the charts

▪ Write the start and end date of the first seven weeks of implementation

▪ Get the weekly targets for the whole DBC from the performance boards

▪ Record the actual DBC results for each KPI at the end of each week

1

2

3

62

Project Closure

Learning's from the project and how they were leveraged

• The solutions designed for pilot team are being replicated for 7 other DBC

inbound teams

• On-time execution of solutions were critical for success

• Uncertain attrition and less working hours in Ramdan were posing

challenges in implementing solutions which were addressed by effective

problem solving

Team recognition.

• The success of pilot team was recognized by Super Sponsor and DMG

during toll gate review meeting and by a walkthrough on the floor to see the

solutions implemented and congratulate the team.

• At organization level regular newsletter detailing achievements, and

recognition in CEO annual video conference across MENA were key

motivation drivers

Plan

Do Check

Action

Finally

Why this project is an excellent improvement example?

• There is significant impact on key metrics and engagement level of staff

and manager has increased significantly to delivery superior service and

high sale

• The project was well coordinated and it followed the lean rigor of Approach

– Deployment and Results

• The team was empowered to take action and implement the solutions

• The team working environment was cohesive and enthusiastic over the

entire project period.

63