Delwarca Group

SOFTWARE REMOTE SUPPORT UNIT CASE 0316/54 Anshuman Sureka

0331/54 Vikasitha Kokkonda
0349/54 Nitesh Kumar
0367/54 Shashank Maurya
0377/54 Ashish Takpere
Assumptions & Methodology
 Per hour Calculations have been done to deduce the utilization, waiting time and the number of
calls in the queue.
 Weighted average has been taken to calculate the utilization and waiting time for a customer to
be served by the associates and senior associates respectively.
 Service rate has been taken as the average call time of the associates and senior associates
respectively. It has been assumed that the employees work in rotation.
 M/M/s queueing system has been used for calculations separately for associates and senior
associates.
 To calculate the labor costs, 240 working days per year has been considered. Average of the
maximum and minimum has been taken as the mean salary for the respective employees.
 Reduction in waiting time is based on Wq.
 During morning training session: 2 associates with max call time, 4 associates with least call time
and 1 Sr. Associate with max call time is being trained.
 During evening training session: one associate with max call time, remaining 3 associates and one
Sr. Associate with max call time is being trained.
 After training associates become more capable of resolving issues on their own leading to
diversion of more no. of calls directly to associates.
Process Flow diagram
Utilization & Waiting Time
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 in
14.13 39.22 7.58 102.49
Queue (in min)
Waiting Time in
43.53 63.32 36.98 126.59
System (in min)

Capacity Utilization of Remote Support Unit – 81.5 % (Pre Rapid ID) and 77.2% (After Rapid ID)
Average Service Time for each customer – 90 min (Pre Rapid ID) and 115 min (After Rapid ID)
By Improving Productivity
 Current Rapid ID Average Service Rate: (Customer Served/hour)

Associate Sr. Associate

2.04 2.49

 Two least productive workers (Associate as well as Senior associate), now brought
up to the average. New service rate average

Associate Sr. Associate

2.29 3.02

 New Capacity utilization

Associate Sr. Associate Total
63% 72% 67%
 Labour Cost
Pre Rapid ID Post Rapid ID
Associates Sr. Associates Associates Sr. Associates

CTC (per head) $ 66,780.00 $ 98,400.00 $ 66,780.00 $ 98,400.00

No. of Employee 12 7 12 7
Total CTC per day $ 3,339.00 $ 2,870.00 $ 3,339.00 $ 2,870.00
(* 240 working day per year)

Total Calls Taken 135.798 104.46 101.574 122.265

Total calls Resolved 69.64 104.46 65.835 122.265

Cost Per call $ 24.59 $ 27.47 $ 32.87 $ 23.47

Cost Per Call
$ 47.95 $ 27.47 $ 50.72 $ 23.47
Resolved (per employee)
 Before vs After
Before Rapid ID After Rapid ID

Utilization of Associates – 79% 10% Utilization of Associates – 71%

Utilization of Sr. Associates – 86% Utilization of Sr. Associates – 88%
2%

Resolution Time by Senior Associates – 63 Resolution Time by Senior Associates – 126

100%
min min
Cost per call for associates - $24.6 35% Cost per call for associates - $32.9
Waiting time in Queue for Associates – 14 Waiting time in Queue for Associates – 7.5
46%
min min
Number of calls in the queuing system for Number of calls in the queuing system for
127%
senior associate – 9.25 senior associate – 21
Calls directed directly to associates – 78% 30% Calls directed directly to associates – 54%

Number of calls – 174.1 8% Number of calls – 188.1

 Reasons for Change
System Performance
• Total system time to get served by Senior Associates more than doubled from before.
• Utilization for Associates reduced while utilization for Senior Associates increased.
• After Rapid ID, 65% of the calls were getting resolved by Sr. Associates instead of 60%
earlier.
• Though less in number, Sr. associates were resolving 40-50% more calls than associates

Customer Preference
• More customers started asking for directly getting served by Senior Associates.
• Employees from Field and critical support directed the clients to a specific Sr. Associate
• Follow-up works or status checks.
• For complicated issues, customers preferred to directly go to Senior Associates as they
were certain that their issues would get resolved.
Recommendations
 Less productive associates and sr. associates should be removed. Replacing the
bottom two with previous average, reduces the service time by over 90 minutes.
 Instead of employing 12 associates and 7 senior associates, the number of senior
associates could be increased and less productive associates could be removed. Cost
per resolved call for Senior Associates is almost half of that of an associates. Hence new
employees can be hired who are very skilled in resolving the issue in less time.
 Number of associates should be reduced to 8 (the least productive ones can be removed)
and number of senior associates should be increased to 10, reducing the total cost as well as
the waiting times.
 Reschedule the timings of the employees such that those who are the most efficient in
handling the customer problem and resolving them should operate in a time when
most calls are made.
 Training could be easily provided by one senior associate in two phases leading to
better utilization of associates and less burden on senior associates.
Recommendations (cont.)
 Leveraging this benefits of efficiency, 1 sr. associate could be taken off the current
Remote Support Unit.
 Records will be available to all associates and sr. associates so that associates
could learn from them.
 The calls being received by the directors should be identified and categorized. Later
they should be directed to the expert of that category. This would substantially reduce
the time of resolution.
 The director based on the input from the client will decide the category the problem falls
into.
 One Senior Associates and one Associate should be made a expert on each category of
problem. This might vary depending upon the number of problems that are coming from
each category.
 Once the category is identified, the client call can be diverted to the respective associate or
the senior associate based on the complexity of the problem.
 Similar problems could be resolved in much less time.
Thank You !!