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Optimizing the Service OrganizationService Industry ConferenceOctober 25, 2012

MaryAlice BastianDouglas Lumb

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Agenda• Introduction

• Optimization Areas• Where am I going? • SET your Customer’s expectations!• Right people, Right time?• Do I really need to do this?• Workforce Segmentation• Cultural Integration• Career Paths & Growth

• Conclusions

• Q&A

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EMC CUSTOMER SUPPORT SERVICES

Providing an industry-leading experience through service excellence and innovation

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Burlington, Ontario

Duluth, GA

St. Petersburg, Russia

Tel Aviv, Israel

Brentford, UK

Beijing, China

Bangalore, India

Shanghai, China

Melbourne, Australia

Tokyo, Japan

Hopkinton, MAGlobal Headquarters

Cork, Ireland

Centers of Excellence

Customer Support Centers

Cairo, Egypt

EMC’s Global Customer Support Presence• Services from 620 service locations in 152 countries• Direct EMC service presence in more than 50 countries• 7,000 technical support professionals• Additional 8,000 EMC Global Services professionals

EMC’s Global Customer Support Presence• Services from 620 service locations in 152 countries• Direct EMC service presence in more than 50 countries• 7,000 technical support professionals• Additional 8,000 EMC Global Services professionals

EMC’s Service Presence Around the World

Draper, UT

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Our organization

Remote Support Optimization is chartered with optimizing all aspects of EMC Customer Support. The organization drives workflow efficiency, leverages automation, affects change and assesses risk within Customer Support.

• Streamline workflows• Propose and influence strategic change • Global compliance and consistency• Build sustainable, operational best practices • Functionality enhancements for tools and infrastructure • Operational implementation of optimization tools• Custom tool development• Risk Assessment and Management• Data Analysis and Consulting Services

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Customer Support TechniciansGlobal Support Call Center Operations

• 240 Staff:– Hopkinton, MA – Burlington, ON – Cairo, Egypt– Mainz, Germany (Partner)– Pune, India (Partner)

• Some of the things we do:– First-Line Customer Call Handling: 25,000/Month– Field to Remote Call Handling (Switchboard): 12,000/Month– Contract Entitlement, Software Licensing– Ticket Routing between Remote and Field Support teams

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Where am I heading? Systems & Monitoring

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Build a Wish List

• For each process– Metrics

• Volume• Wait Time in queue• Elapsed time (start to finish)• Working time (time logged by agent)

– Filters• Geography & Product• Severity

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Process Mapping

• Find interesting things to measure

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Where am I heading? Systems & Monitoring

Find your direction, Keep on course

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SET your Customer’s expectations!Effective Communication

• Focused, Structured Communication– Service Request Update Templates

• SET (Summary, Evidence, Timetable)• Engineer-focused delivery method

Ease of use Training Communication

– Six Sigma project• Establish baselines• Monitor for adoption, adherence• Show changes

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Did it work?SET Metrics - Customer & Employee Satisfaction Improvements

“The updates will be in proper understandable format so that the next engineers who will be picking the case or for customers who want to review the status of the SR.” – EMC Technical Support Engineer, India

8.8 9.310.5

8.39.6 9.3

6.8 7.3

4.2

6.3

0%

2%

4%

6%

8%

10%

12%

Q2 10 Q3 10 Q4 10 Q1 11 Q2 11 Q3 11 Q4 11 Q1 12 Q2 12 Q3 12

Poorly Written Communication

73.7

75.776.8

75.6

78.079.6 80.3

81.4

83.5 83.3

68%

70%

72%

74%

76%

78%

80%

82%

84%

86%

Q2 10 Q3 10 Q4 10 Q1 11 Q2 11 Q3 11 Q4 11 Q1 12 Q2 12 Q3 12

Engineer Communication Effectiveness

Average = 75.5% Average = 81%

Average = 9.2% Average = 7.2%

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Right people, Right time? Time of Day Staffing

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Time of Day Staffing

• Phone-based transactions are special

• Change Drivers

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Volume

• Determine Historical Trending

Sun Mon Tue Wed Thu Fri Sat

Number of Calls

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Staffing

• Calculate Required staff

• Allocate Staff

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5

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Standard Weekday Model

Time of day (EST)

Staff

US 3rd Shift US 1st Shift US 2nd Shift

Egypt 1st

Egypt 2nd

Canada 1st Shift

Canada 2nd Shift

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Volume vs. Staffing – Regular Monitoring• Daily Analysis

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Change Business Hours

Sun Mon Tue Wed Thu Fri Sat

Number of Calls

CallAbandon

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Right people, Right time? Time of Day Staffing

Goldilocks (Not too hot, not too cold)

• 2 Real-life examples

• Volume characteristics

• Change Drivers

• Trending

• Measure and Reassess

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Do we really need to do this?Remove Non-Value Add Work

• 3 Real-Life Examples

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Short Transactions are suspicious!

0

50

100

150

200

250

300

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 25 30 32

Minutes Logged

Number of Transactions

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Dispatch

Dispatch

Case #1: Remove Unnecessary FlowsBefore

• Contract CheckPass: 50,000/MonthFail: 5,000/Month

• Region CheckUS, Canada: 1,000/MonthOther: 4,000/Month

Contract

Check

Region Check

Dispatch

Perform T&M

Other

US, Canada

Fail

DispatchTeam

TM Team

Pass

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Fail

Dispatch

Dispatch

Case #1: Remove Unnecessary FlowsAfter

Contract

Check

Region Check

Dispatch

Perform T&M

Other

US, Canada

PassDispatchTeam

TM Team • Reduce TM Team Transaction Count by 80%

• Significantly reduce total Workload

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Case #2: Automate

Dispute-NC Basic

Check Account A1, A2, A3)

Check Inactive Contract

Basic

Dispute-NC Enhanced

Enhanced

Dispute-NC Premium

Premium

Check Site Message

Check if Customer

accepts to Pay T&M?

A1/A2

A3

No

Dispute

Check SR Type

Hardware

Software

Check Channel DH

VIC

Check For:-PVR,-Entered contract with future end date,-Evaluation Box,-Field Dispute,

No

Check SeverityNon-Sev1

Emergency Situation

SAM or SM Over-ride?

SAM/SM Over-ride

No

Business Hours?

T&M/PPI Extended Hour

T&M/PPI Normal

NoYes

T&M/PPI Rejected

Send Paperwork,Wait 3 days

Incoming

Sev1

Yes

Yes

No

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Case #2: Automate

Dispute-NC Basic

Check Account A1, A2, A3)

Check Inactive Contract

Basic

Dispute-NC Enhanced

Enhanced

Dispute-NC Premium

Premium

Check Site Message

Check if Customer

accepts to Pay T&M?

A1/A2

A3

No

Dispute

Check SR Type

Hardware

Software

Check Channel DH

VIC

Check For:-PVR,-Entered contract with future end date,-Evaluation Box,-Field Dispute,

No

Check SeverityNon-Sev1

Emergency Situation

SAM or SM Over-ride?

SAM/SM Over-ride

No

Business Hours?

T&M/PPI Extended Hour

T&M/PPI Normal

NoYes

T&M/PPI Rejected

Send Paperwork,Wait 3 days

Incoming

Sev1

Yes

Yes

No

90% of Volume. Automate Candidates

10% of Volume. True Value-Add work

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Case #3: Remove work with poor success

0100200300400500

01 02 03 04 05 06 07 08 09 10

2010

Volume

Volume ReceivedSuccessful Events

0%

5%

10%

15%

20%

01 02 03 04 05 06 07 08 09 10

Success Rate

Success Rate

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Not Successful

Case #3: Remove work with poor success

Successful Event

Tool Run

Contacted Customer

Business Hours

Contract Type

A07 Error 2,902

Premium: 2,826 (98%)

Yes: 1,899 (67%)

Yes:505 (27%)

Yes:90 (18%)

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No:392, 78%

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No:1,383 (73%)

95

No:910 (32%)

Yes:25 (3%)

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No:797 (88%)

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Blank:88 (10%)

1

Blank:17 (1%)

Enhanced:68 (2%)

31 252=

Not Successful 2,550

• Analyze instances of Successes and Failures

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Remove Non-Value Add WorkDo we really need to do this?

• 3 Case Studies

Just because staff perform a task doesn’t mean it needs to be done!

Seek and Destroy NVA

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Workforce SegmentationWhat are the benefits?

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Tiered Complexity, Tiered Workforce

• Severity 1 requests• Complex License Keys, Enterprise Agreements

Tier 1Basic Requests

Tier 2Simple Tasks

Tier 3Complex

Work

IncomingVolume

• Simple License Keys• Perform Legacy Customer Transition

• Send Templates, Status Requests • Check Sales Order, Re-Issue Keys

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0

2

4

6

8

10

12

14

16

18

20

0

500

1000

1500

2000

2500

3000

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39

StaffBacklog

Week Number

Backlog(Work Outstanding)

Backlog Before

Backlog After

Staff

Before and After

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Workforce SegmentationWhat are the benefits?

Use valuable resources wisely

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Cultural IntegrationWhy does it matter?

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3 Enabling EMC Growth

2 Shared Delivery

Trust – Built on Customers first touch experience with the CST Organization – team must demonstrate excellenceCommitment and consistency in getting the Customer to appropriate technical support team for remediationExecute with excellence – CST always validates with Customer that their needs are met effectively

Dedication to service internal stakeholders, and our EMC Customers across the EMC global portfolio. Every internal practice relies on the CST organization to enable their Customer service delivery

Build professionalism, technical aptitude and growth for the future , augmenting skills critical for this team to continuously evolve and deliver exceptional service

Guiding Principles for the CST Organization

1 TotalCustomer Experience

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5 Steps to Success

EnvironmentCulture &

Environment

• Merging Cultures• Reward & Recognition

Enabling Innovation

• Interactive repository • Common Forum • Promote team success

Reach Out

• Network & Partnerships• Videoconferencing

Make it Happen

• Consistency• Consistency• Consistency

Communication

• Promote CST accomplishments to a worldwide audience

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Promoting the Organization• CST Forum is a great way to promote individual growth and

accomplishments within the organization!

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Promoting the Organization• Winners of CSTs “Employee of the Month” award are also

posted to promote global recognition.

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Global Staff Meetings

• Video Conferencing

• Global Sharing based on personal experience

• Bi-weekly

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Cultural IntegrationWhy does it matter?

Create One Culture

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Career Paths & Growth

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Vision• Create an unforgettable first impression by

providing exceptional Customer Support Service

Career Building

Execution Create an organization of individuals with

exceptional, portable skill sets desired for anyfuture EMC Career

Identify career tracks based on current roles Align training with career growth interests for

individuals

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Shift Lead

Senior CST VIC

CST I VIC

AST/CRU Specialist

VIC Track Technical Track

Licensing Specialist

LicensingTrack

CST II Web

CST I Web

Web Track

Contracts Track

T&M Specialist

Management Track

Manager

Supervisor

Senior Licensing Specialist

OperationsTrack

Project Coordinator

Sr Project Coordinator

BusinessAnalyst

Car

eer G

row

th

Technical Support

Contracts, Administration

Project ManagementE-Services Technical

Support

Inside SalesCareer Tracks

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Career Paths & Growth

Look after your people - Set them up for growth

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Recap & Conclusion

• Systems & Monitoring You need them

• Focused Communication SET Customer’s Expectations

• Time of Day Staffing The right people at the right time

• Non Value Added Work Seek and Destroy

• Workforce Segmentation Rapid Ramp-up

• Cultural Integration Create one culture

• Career Paths & Growth Grow your people

Optimization – You can do it!

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Q & A

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THANK YOU