Operations Assurance Framework

Case Study Problem: A large third party BPO company’s client is a leading cosmetics company based in the US. The client had outsourced more than 350 FTE worth of work to the BPO company and the operation was spread over 3 locations. The BPO Company wanted to improve the operational effectiveness at the supervisory level and reduce attrition, as this was constant pain area for the company. The BPO Company had already taken various initiatives internally to try and reduce attrition, which had not yielded the desired results. The company engaged OnTrac to help them in their efforts to reduce attrition.

Solution: OnTrac was asked to reduce attrition in 2 locations, within 3 months. The Operations Assurance Framework was introduced in both locations for this assignment. Phase 1: In the first phase of the intervention a study was conducted and base lining of the current situation of the supervisory operations on the floor was done. The study was spread over a week and done in line with the OnTrac CCM model in which the TL’s and their managers were interviewed and supervisory activities were observed for gathering information on various operational routines being conducted by the supervisors. Three critical components of the management process were measured, (a) Supervisory Capability, (b) Capacity and (c) Maturity of supervisory operations. Capability is the ability of the supervisors to manage people and processes under their span, Capacity is amount of supervisory time spent on doing management related activities rather that process related activities and Maturity is the quality and maturity levels of the routines being conducted by the supervisors.

which is the implementation phase and which spans 8 weeks. one in each location. Maturity: The maturity of the supervisory routines was at a 2. They met with the TLs regularly to check the status of the application of operational routines. The consultants were hands-on with the TLs. The participants were provided with tools to help them in the implementation process and build consistency in operations.18 against an ideal score of 5 Phase 2: In the second phase of the intervention. the consultant provided them with the knowledge through focused operations briefings and then followed up with one on one coaching on the floor.The results of the survey were as follows : Supervisor Capability: The supervisors had the knowledge and skills to conduct only 14% of the supervisory routines Supervisor Capacity: Only 35% of the supervisory time was spent on Management related activities. During this period. This way a uniform methodology . team huddles and other activities to ensure that the Framework was implemented effectively. skills and transform them into habits. In this phase of the intervention. the OnTrac consultant coached the participants to ensure effective implementation of the routines. The consultants shadowed and coached each TL on conducting the various operational routines in the right fashion and with the right frequency. the OnTrac consultant worked with team leaders and ensured that they became well versed with the Operations Assurance and Operations Management Practices. retention meetings. Two OnTrac consultants were deputed full time. The consultant worked with the TL’s to help build their knowledge. helping conduct coaching sessions.

and the attrition during the course of the intervention stood at 17%. the consultants worked closely with the participant’s managers to ensure sustenance of routines through Manager-TL reviews & follow ups. The consultants finally did a handover to the managers by conducting a final review of the various routines being conducted by the TL’s and feedback was provided to the TL’s on the improvement opportunities identified for each routine.of conducting the routines was established across the program in both locations which helped in increasing the discipline around people related activities. and the attrition during the course of the intervention was at 5%.18 to 3. The maturity score had improved from 2.82 against an ideal score of 5 Attrition: The attrition in one location for the last 6 months prior to the start of the intervention was at 9%. Results: Maturity of Supervisory Operations: Ontrac conducted a post program maturity study of the supervisory routines which showed a significant improvement in the maturity of the supervisory routines. Final Phase In the last 3 weeks of the program. Excluding these 10 team members the attrition reduced from 12% to 9% . Over the 12 week period the operational routines had become a part of the TL’s DNA. In the other location the attrition for the last 6 months prior to the start of the intervention was at 12%. The consultants also briefed the managers on the routines that were conducted with the TL’s so that they were aware of the various activities that the TL’s were supposed to conduct. which is the final phase. The attrition in this location increased as 10 team members quit in their nesting phase in one of the months from one team due to transport related issues.

It would be more effective if the TL’s are able to conduct the routines regularly. if conducted during the beginning of the fiscal year. The workshop. it can be challenge to conduct these routines during the peak season. BQM and Action Plan Template helped me conducting these activities in a more organized manner. would be more ideal. It also helped me to take good decisions which really helped a lot.Ravindra Rao. Team Leader .” .  “We have had a great time on the sessions held by you during these sessions we had learnt a lot about how to manage a team (people management) and also it has helped a lot to deal with my team members and also to keep a track of their day to day activities. If it is newly being practiced.Following is some of the feedback that the consultant received from the TLs appreciating the work that was done and highlighting their takeaways from the program. The other templates like Coaching Plan. The templates like Succession planning and Shift Briefing trackers were something that I had never come across and I could see the positive result of conducting these routines. I got an award for the shining star for the quarter. Team Coach  “Time sheet which was shared with us was helpful in analyzing our daily activities and improve our time management skills. Also. The duration of the workshop was excellent.” .Narayan Iyer. We look forward for some more sessions like this to happen so that we can learn more about things which we are not aware of.

Thank You for all your help.ATTR% 10% 8% 6% 4% 2% 0% Mar'11 .Aug'11 Sep'11 . Overall it is a good practice as it covers all the activities that are required for smooth functioning of the team.Nov'11 5% 9% . Team Leader - Location 1. Recognition & Motivational activities help to create friendly drive within the team. “The Ops Assurance Tracker which we maintain really helps in terms of efficient planning and it is indeed result oriented as we know exactly which areas need to be worked on plus see an improvement as there is a customized plan created for each individual depending on their areas of improvement.” Ankita Kallodi.

Nov'11 9% 12% .Location 2 .ATTR% (Excluding the 10 people who attrited in Nesting) 14% 12% 10% 8% 6% 4% 2% 0% Mar'11 .Aug'11 Sep'11 .