Jump Start Performance Improvement

Godaddy Latam
February 2020

1
 PHASE STEP Expected Due Date Support from

1. Identify Customers Issues & Project CTQ´s Feb 5th SD

DEFINE 2. Develop Business Case & Team Charter Feb 5th SD

3. Map High Level Process Feb 5th SD + TRN

4. Define CTQ Characteristics Feb 7th -

MEASURE 5. Develop a Data Collection Plan TBD -

6. Perform MSA and data collection Feb 7th SD + WF + QA

7. Define the Baseline for Project Y Feb 10th -

8. Set target for Project Y Feb 10th -

ANALYZE
9. Identify drivers of Variation (X´s) and verify Root
Feb 12nd Round tables
Causes

10. Generate Solutions for Xs Feb 12nd Round tables

IMPROVE 11. Select Solutions Feb 14th SD
12. Plan, Pilot and Implement Feb 28th SD + Supp

13. Monitor Progress on Y´s and X´s Mar 16th SD (BA)

CONTROL 14. Implement Control and Response Plans Mar 16th SD

15. Institutionalize Improvements Mar 30th SD

2
 Define Phase

Define Measure Analyze Improve Control

3
Identify Customers issues – Voice of the Customer

BBBBBBBBBBBBBBBBBBBB BBBBBBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBBBBBB BBBBBBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBBBB BBBBBBBBBBBBBBBBBB
Account Manager Account Manager

BBBBBBBBBBBBBBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBB
Site Director
BBBBBBBBBB
Site Director

4
 Identify Customers issues –CTQ drilldown

Business Y

Driver 1 Driver 2 Driver 3 Driver 4

Driver a Driver b Driver c

Metric 1 Metric2 Metric 3

Project Y

5
 Identify Customers issues –CTQ drilldown

6
 Identify Customers issues –CTQ drilldown
Units per LOB
16000

14000 100

12000
80
10000

Percent
Units

60
8000

6000 40
4000
20
2000

0 0
LOB r
O
G is h TY es
e
ni
sh O
G
he
-B an -M gu pa -B Ot
sh Sp is
h t u S se
ni T
an or at e
a CD P Ch gu
Sp Sp T
rt
u
IB IB CD Po
IB
Units 4073 3727 3390 1531 578 492 529
Percent 28.4 26.0 23.7 10.7 4.0 3.4 3.7
Cum % 28.4 54.5 78.1 88.8 92.9 96.3 100.0

7
 Develop Business Case –Project Charter
Project Charter - Lean Six Sigma Project
Project Name Improvement of Google Productivity per hour metric Project Number  
Program Name Google Project Leader Marcelo Soler Champion Bibiana Amaya
LOB Name Google Core Project Sponsor Martin Molina Coach Jorge Borda
Business Case Problem Statement Goal Statement

e
Google Colombia handles technical service issues for Google business clients in the form of PPH for Google has not been achieved consistently since program started. PPH Improve from 0.8 to 1.0 PPH for Cpanel and Email pods in Google

l
cases, each case belongs to one costumer issue. One of the operational KPIs that is being achieved ranges from 0.4 to 0.8 on latest months, with an average of 0.7. PPH Core by first week of August 2016.
measured is the Productivity Per Hour (PPH), which is a correlation between the amount of current target is 0.9, with billing penalizations when number drops below 0.7,

p
closed cases and the amount of productive hours the program tallies week over week. Cases and increased pricing from 1.0 to 1.5 PPH.
are cathegorized by issue and assigned to different case types or PODs, which in turn are
worked by consultants specialized on each one of them. There has been several analysis to acertain the root cause for our inhability to

m
achieve acceptable levels of productivity and non has clearly being able to
The program is billed by a flexible rate that is directly affected by the amount of PPH stablish it.

a
delivered. The higher the PPH, the better the hourly rate paid by Google. Therefore, current
impact of not achieving PPH target is a direct financial opportunity to increase program

x
revenue and CM. Other negative impact is due to unresolved cases that costumer can recreate
as duplicate issues, decreasing service quality and increasing the backlog of cases on the
program.

Project Scope Includes

"Cpanel" and "Email" PODs (66% of total volume for CORE).

Project Resourcing
Project Excludes
Google Colombia 28039 (CORE) LOB located on Sutherland North Bogotá CO4 Site. CORE Google Trials Guardian 28045 LOB located on Sutherland North Bogotá CO4
Site. CORE "MSM", "Collab" and Billing PODs are not included.
Project Milestones
TBD
E
Annualised Estimated Benefits ($) - Sutherland
$190,632.96 US Dollars net revenue per year.
Annualised Estimated Benefits ($)- Client

Project Sign Offs

Team Member Designation Role Start Date: 10-Jun-16 End Date:   Stakeholders On Initiation On Closure
Project
Juan Peñaranda WFM Specialist   Phases Target Actual Date      
Sponsor
Tomas Velasquez QA Associate Manager   Define 17-Jun-16   Champion      
Johann Martinez Account Manager   Measure 1-Jul-16   Coach    
Alejandro Insignares Trainer specialist   Analyze 8-Jul-16   Finance    
      Improve 25-Jul-16        
      Control 5-Aug-16        

8
 Map High Level Process –SIPOC for Call Flow
(nouns) (nouns) (verbs) (nouns) (nouns)

S I
Suppliers Inputs
• Client • Case number
• Sales Force System • Client Contact Information
• Priority Level
• Issue description
• Current Case Status
P O C
Process Outputs Customers
• New case information • Client
Receive the case through PQM or updated • Sales Force System
phone
• Email or phone call to the
client (follow up contact)
Validate client information • New comments about the

e
• Time Zone interaction

l
• Client Classification Analysis of the case
• Case Status Change

p
• POD Assigned • Change of POD and/or
• Previous interaction history priority (if needed)

m
• SLA resolution flag Provide a solution for the issue

xa
Verify effectiveness of the
solution

E
Closing of the Case

9
 Communication Planning Matrix –ARMI
Stakeholder Role Define Measure Analyze Improve Control
Ruchin Udgata Sponsor A&I I I I A&I

Fernando Covelli Champion A A A A A

Bibiana Amaya Project Coach R R R R R

BA R R R R R

Igor Goncalves Team Member M M M M M

Antonio Castro Team Member M M M M M

Rafael Vargas Team Member M M M M M

TM 1 Team Member M M M M M

A- Approver, sponsor or business leader whose approval is required. R- Resource, an expert whose skills are needed for a given period of time.
M- Member, your full-time team members I- Interested Party, someone you need to ensure is informed of the status of the project.

10
 Measure Phase

Define Measure Analyze Improve Control

11
 Define CTQ Characteristics
Cases closed per Consultant is a defined as the number of cases that the agent
change to “Closed Status” in the system per day.
Operational Definition:

Working day: Working hours that will add up to 7.5 hours.

Characteristic Continuous Measure

Units ????
Ratio calculated as: Number of cases closed in the day by the total number of
Measure
agents assigned to the POD

Target 7.7 cases closed per consultant per work day

x a
E le
p
No Upper Specification Limit

m
Specification Limits

Lower Specification limit = Target =7.7 CCC

12
 Display all possible causes –Fishbone
Process Technology Outsourcing the
creation of the
Likelihood of Likelihood of sold product
Expertise in the
unit sale per LOB unit sale per LOB product to
encourage its
sale.
LOB with the aaaaa
highest sales aaaaa

Xn aaaaa

Problem
Lack Lack of Statement
of sales There are no
incentives for
knowledge of the
aaaaa aaaaa aaaaa
bonus by the quantifiable metrics in
this product agents QA
Lack of sales
Lack of training training in aaaaa aaaaa
to process this portuguese aaaaa
kind of product

aaaaa aaaaa

People Measures Materials

13
 Classify causes – Data or process door X´s

Process Door Data Door

X1 X2
X3 X4
X5
Xn

14
 Develop a Data Collection Plan

What is the objective

 Why are we capturing this data
 What could be the possible analysis that we would be doing
 State the objectives and action plan after data capture

DATA COLLECTION PLAN

Project Name: DATA COLLECTION

Date:
PLAN
Prepared By:
Notes:

Type of Data Data Source Who Will Collect the When Will Data How Will Data Is the Measurement Graphical and/or Statistical
Measurement/Metric X or Y Operational Definition Sample Size
(Discrete/Continuous) and Location Data? be Collected? be Collected? System Capable? Tools to be Used

Sample Data Collection Plan

15
 Perform MSA –Gauge R&R

Gage R&R Study - ANOVA Method

%Contribution
Source VarComp (of VarComp)
Total Gage R&R 0.0167383 45.27
Repeatability 0.0167383 45.27
Reproducibility 0.0000000 0.00
Operator 0.0000000 0.00
Part-To-Part 0.0202353 54.73
Total Variation 0.0369736 100.00

Study Var %Study Var
Source StdDev (SD) (6 * SD) (%SV)
Total Gage R&R 0.129377 0.77626 67.28
Repeatability 0.129377 0.77626 67.28
Reproducibility 0.000000 0.00000 0.00
Operator 0.000000 0.00000 0.00
Part-To-Part 0.142251 0.85350 73.98
Total Variation 0.192285 1.15371 100.00

Number of Distinct Categories = 1

16
 Analyze Phase

Define Measure Analyze Improve Control

17
 Define a baseline for Project Y – Test for Stability

Run Chart CCC

7

6
CCC

5
Run test for Project Y data-
4
verify TOMC test
3

1 2 3 4 5 6 7 8 9 10 11 12 13 14
Sample
Number of runs about median: 6 Number of runs up or down: 6
Expected number of runs: 8.0 Expected number of runs: 9.0
Longest run about median: 3 Longest run up or down: 4
Approx P-Value for Clustering: 0.133 Approx P-Value for Trends: 0.021
Approx P-Value for Mixtures: 0.867 Approx P-Value for Oscillation: 0.979

18
 Define a baseline for Project Y – Test for Normality

Test the
Project Y for
normality

19
 Define a baseline for Project Y – Define Capability

Capability of the process

Define the Initial Sigma

20
 Set the target for project Y

Use statistical data or rules to

define the target to be achieved

21
 Confirm the real X´s – Hypothesis testing for data door X´s
Data Door
X´s

X2 X4 X5 X7 Xn…

22
 Confirm the real X´s – Visual tool for process door X´s
Processs
Door X´s

X1 X3 X8 Xn…
Trend Analysis Plot for OARE TT%

1.0

0.9

0.8
OARE TT%

0.7

0.6

0.5 Variable
Actual
Fits
0.4
1 6 12 18 24 30 36 42 48 54
Index

23
 Improve Phase

Define Measure Analyze Improve Control

24
 Generate Solutions for X´s– 5 why analysis on confirmed X´s Improve

Issues Why 1 Why 2 Why 3 Why 4 Why 5 Root Cause Action Plan
They are handling several types They do not have an Different PODS per person impedes to an
of cases from different PODS specialization in a single POD   agent to get specialized Implement Especialized POD innitiative

They do not have

enough knowledge for IF Especialized POD innitiative provide
all the cases they are unneffective results: implemenent strategies for
managing There is lack of training in the Not enough training was given PH compliance limits activities for
  secondary POD retraining that deoas not us
secondary POD to the secondary POD secondary POD training
much PH (e.g. Nesting on floor

e
Skill transfer)

l
Agents do not feel Having a single screen forces They have to switch between multiple Having only one screen increases the time
comfortable with them to have long times during they use to search information during live Second screen placement

p
screens in a single device
their work live sessions interactions
They feel they don´t have all the
tools they need to work The computers do not have enough System specs do not match software Review current system specs and requirements
There are still System latency and freezing RAM to support all the apps requirement and update them where needed (chromebox?)

m
opportunities to issues (Salesforce and chrome)
improve the WOW and
reduce times Salesforce reloads without notice Networking issues are hanging up the system Review with GTI current network health

a
They feel there are steps or Google QA requirements make Current process does not apply to all

x
There are no official guidelines for case
X2: Consultants activities that can be done in a difficult to reroute cases scenarios successfully rerouting Review the Out of scope (OOS) process
have low better way (timezone, POD, complexity, etc)
motivation
Microsoft Excel

E
There is no clear process on Lack of a established process to cascade and
how to deploy information into     communicate changes and updates to the
establish the communication process for SGS and
Google Worksheet
the floor (google or SGS info) team (google or SGS)
Agents do not feel
They are not being
any kind of
communicated of PH compliance gets in the way of Lack of meetings to align TM/POC/QA and the
alignment or Reestablish team huddles
changes and updates scheduled team huddles agents
strategy There is not a formal time slot There are not Team Huddles
for the team to gather together being done in the floor TMs have many duties (meetings) that
Lack of procedures to arrange team meetings establish guidelines for effective team huddles
take the huddle available time away

POC for Engagement has not Lack of knowledge on how to use current Implement training innitiatives on how to use
provided guidelines on how to    
recognize recognition tools (extra mile) the extra mile and other recognition tools

no design of effective Engagement department is not

There are not lack of clarity on Increase engagement involvement on Google
engagement activities and skill providing advice on Google    
special recognitions recognition tools or motivational activities
transfer activities
being done procedures
TMs have no clear process
TMs have to collect money on Management has not provided
information on how to request Lack of knowledge on how to provide a valid Implement training innitiatives for TMs on how
their own for their engagement guidelines on how to request budget
budget for engagement budget request. to request budget appropiately
activities for engagement
activities

25
 Prioritize Solutions - Impact Control Matrix

p le
am
E x
Microsoft Excel
Worksheet

26
 Prioritize Solutions - FMEA Improve

Failure Mode Effect Analysis (FMEA)

S O D R
Potential Failure Modes Potential Failure Effects Potential Causes
# Process Function (Step) E C Current Process Controls E P
(process defects) (KPOVs) of Failure (KPIVs)
V C T N
What is the process In what ways does the key What is the impact on the What causes the What are the existing controls and How well can
How severe is How often
step/input under input go wrong? key output variables key input to go procedures (Quality Check/Monitoring) you detect
the effect to does cause of
S.No investigation? (customer requirements) or wrong? that prevent the cause of the failure cause or
the failure mode
internal requirements? mode? Should include an SOP number. failure
customer? occur?
mode?
1

RPN (Risk Priority Number) = Severity x Occurrence x Detection FMEA

27
 Plan, Pilot and Implement Solutions Improve

Closed 3 30.00% Action Tracker Review Status

Open,
On schedule 7 70.00% Last review  
 
Open,
Overdue 0 0.00% Next review  

        Action Item      

Section – 1: Open Projects      

# Status Initial Date Due Date Action Item Primary Owner Secondary Owner Comments

2 Closed

3 Open

28
 Control Phase

Define Measure Analyze Improve Control

29
 Compare Before and After results.

30
 Implement Control Plan – Control Charts

31
 Institutionalize Changes
Run chart for AHT in CS over the years
2013 2014 2015
40 1
Average Handle Time (min)

30
_
UCL=26.95
1 1 1 1 X=23.92
20 LCL=20.89

1
1 1
10

1 4 7 10 13 16 19 22 25 28
Observation

2013 2014 2015

20

15
Moving Range

10

5 1 UCL=3.72
__
MR=1.14
0 LCL=0
1 4 7 10 13 16 19 22 25 28
Observation

Run chart for AHT in TS over the years

2013 2014 2015
50 1
Average Handle Time (min)

40

UCL=32.77
_
30 1
X=29.13
LCL=25.50
20

10
1 4 7 10 13 16 19 22 25 28
Observation

2013 2014 2015

20

15
Moving Range

10

1
5 UCL=4.47
__
MR=1.37
0 LCL=0
1 4 7 10 13 16 19 22 25 28
Observation

32
 Institutionalize Changes – Reflect the benefits

33
 Institutionalize Changes – Celebrate with the team

34