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Indian Institute of Management Rohtak

Post Graduate Programme in Management
Term I, OPERATIONS MANAGEMENT
Delwarca Software Remote Support Unit

Submitted by:
Amrutha R PGP13023
Ananya Rajak PGP13024
Anshul Garg PGP13036
Anupam Biswas PGP13037
Grandhi Lakshmi Harika IPM01024
Kanishk Rohilan IPM01031

SECTION: A
GROUP: 8
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Introduction:
Delwarca is one of the leading supply chain management service providers. Jack McKinnon
wanted the Delwarca Software Remote Support Unit to focus on improving the efficiency of
the calling service for Pre Rapid ID. Rapid ID was also included by McKnnon to their
customer calling service. The amount of time that associates need to finish their work has
decreased. On the other hand, senior associates now have a much greater quantity of work
to complete. This matter is known to McKinnon, and there is a variety of information
available about the Delwarca Company.

To solve the challenges facing the company and streamline its operations, however, is
difficult.

Four stages
Client service is delivered by Delwarca Software in the following four separate stages:
● Software development
● field support: formal visit to set up the software
● critical support service
● Remote Support: time-critical calling service

Pre-Rapid Process

Pre-Rapid ID started calling customers to discuss their problems. Significant difficulties were
discovered by surveys and client interviews. While they wait, clients attempt to finish their
own tasks. The disgruntled request help. Customers make an effort to resolve their disputes
since the business's service is inefficient and slow.

In November 2011, Jack McKinnon introduced Rapid ID. It operated differently than
Pre-rapid ID. Customers may speak with either an associate or a junior associate.
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Throughout the first six months of Rapid ID, McKinnon wasn't happy with the results. Senior
coworkers excelled at Rapid ID, which raised customer dissatisfaction above and beyond
what it was before Rapid ID was created. This created a bottleneck at the senior associate
level.

The major topic will be the suggestions given in this report. The results of various tactics will
be shown in tables for comparison and discussion.
It will offer suggestions for effective functioning and constraints with more future work, such
as data collection and modelling.

Operator Observations
Queue Time (minutes) 73 calls took between from 0 to 0.48 minutes

Queue Size Average queue size is 0.15

Ending the Queue Average number is 0.25
These observations show that the customer spends a lot of time for waiting.

Director Associate
The average time has
Queuing Time(minutes) increased about 1.3 minutes.
There is not a significant difference between
Queue Size an difference between and a director
End Queuing Average number is 0.32
This shows that clients spend huge time for waiting

Associates
Queue Time (minutes) Average time is 3.69.
The maximum time has been reduced by
Queue Size one minute

The maximum number also is significantly

End Queuing higher in Rapid ID.

Senior Associates
The queue time for a senior the associate is
longer than the the associate is longer than
Queue Time (minutes) the
The average size of a senior associate’s
Queue Size queue is 1.52
The maximum number is also lower than the
End Queuing maximum lower than the maximum
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This process is inefficient and customers were dissatisfied with the service due to the
long waiting line

Improved Model

By rescheduling the batch and training the model, which may be enhanced in a variety of
ways, utilisation and queue time can be decreased. The substitute model has to be
enhanced through teaching Rapid ID to associates and senior associates. Exists an
important justification for this decision:
● Trained personnel are capable of producing work more quickly than untrained not
having received elementary task training.
● In a formula of queue theory analysis, sµ W Φ q = , if the service completed time of
senior associates increases, the number of calls( Φ ), Wq will decrease in Rapid ID.
● Because so many associates lack the necessary skills, Rapid ID has seen a
decrease in the wait time for an associate but an increase in the wait time for a senior
associate. As a result, colleagues are unable to handle a variety of issues. Therefore,
a senior associate will now handle those issues.
● There are a few advantages that will lessen bottlenecks because associate and
senior associate calls are finished in noticeably differing quantities of time.
Rescheduling can result in high-quality solutions and increased process efficiency.

Post-Rapid ID Process

Proposed Plan
All employees are at work, and the senior associates can receive 4 hours of education each
week. The average working time is distributed according to inter-arrival times (exponential
distribution) for each time slot from 8:00 am to 8:00 pm.
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● Senior associate training programmes are processed over a three-month period.

● A 30% reduction in the time it takes to finish the service.

At senior associate level:

Senior Associate Service Time(orginal
model/improved
modela)

Lower limits Mode Upper Limits

Operator being 13/9.1 18/12.6 41.2/28.8

requested for senior
associate

Director associate to 12/8.40 23/16.1 37.2/26.0

senior
associate(direct)

Associate to senior 11/7.7 30/21 31.2/21.8

associate

At associate level
● The senior associate will receive 15.2% of the calls as the number of calls
completed by the associate increased to 84.8% from 20%
● There is 3 months of training programming
● Forwarded to Senior Associate drecreased by 1.976 min, directed to Senior
Associate decreased by 4.6 mins,requesting Senior Associate decreased 5.322 min
●
The average queuing time for a senior associate reduced,as the trained associate solves a
significant number of problems.

Analysis

Capacity Utilization of remote support units

Pre Rapid ID Post Rapid ID

Associates Sr. Associates Associates Sr. Associates

Arrival Rate 11.32 8.71 8.46 10.19

Service Rate 2.04 2.49 2.04 2.49

Utilization 0.79 0.86 0.71 0.88

Waiting Time 14.13 39.22 7.58 102.49

in Queue

Waiting Time 43.53 63.32 36.98 126.59

in System
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Improvements Associates Sr. Associates

Productivity 2.04 2.49

Two least productivity workers 2.29 3.02

Capacity Utilization 63% 72%

Labour Cost

Particulars Pre Rapid ID Post Rapid

ID

Associates Sr. Associates Associates Sr. Associates

Per head per year 66780 98400 66780 98400

No. of employees 12 7 12 7

Total cost per day 3082 2649 3082 2649

(260 working days)

Total calls taken 135.798 104.46 101.52 122.265

Total calls resolved 69.64 104.46 65.8 122.65

Cost per call 22.7 25.36 30.36 21.67

Cost per resolved 44.26 25.36 46.84 21.67

call

Changing in system performance

Particulars Pre-rapid ID Post-rapid ID Inc/Dec

Utilization of associates 79% 71% -10.1%

Utilization of senior associates 86% 88% +2.3%

Resolution time by sr. associates 63 mins 126 mins +100%

Cost/Call for associates $24.6 $32.9 +33.7%

Waitime time in queue for 14 mins 7.4 mins -46.4%

associates

No. of the calls in the queueing 9.25 21 +127.00%

system for sr. associates

Calls directed to associates 78% 54% -30.7%

directly
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No. of calls 174.1 181.1 +8.0%

Conclusion and Recommendation:

In the Software Remote Support Unit, the calling service of the basic model was assessed.
Information from McKinnon and the assumptions was used to create the model. We can
change the employees' shift schedules. Senior and less productive employees ought to be
fired.Calls received by the directors should be identified and categorized.

The three alternative approaches for educating junior associates, senior associates, and
rescheduling senior associates were all predicated on the idea that they would produce
meaningful results. The Delwarca Company can therefore use it to raise its performance.
The programme of training senior employees shows remarkable results in lowering line wait
times among the three alternative models.

Managers should research human capital resources including education, behaviour

preferences, and motivation in order to increase the model's accuracy.

These will aid improvements in efficiency and and efficient calling service.