Delwarca Software Remote Support Unit

Assignment Questions

Question 1: Draw the process diagrams for the unit before Rapid ID and after. What Changed?

Solution: Pre-Rapid ID Procedure:

Rapid ID Procedure:

Question 2: What is the capacity utilization of remote support unit, and how is this affecting

waiting times? And possibly: perform a M/M/S queuing analysis of Associates before and after

Rapid ID. What is weighted average waiting time for customers served by Associates?

Solution:

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 Each employee work hours = 7 hrs
(This is after deducting the duration of two 15 minute breaks and one half an hour hour lunch
break).
Total available associate work hours = 12 (no. of associates) * 7(no. of actual work hours)
= 84 hrs
Total available senior associate work hours = 7(senior associates) *7 = 49 hrs

On an average,Senior Associates takes 24.1 mins/call

And Associates takes 29.4 mins/call
(*Let us assume there is no time required for notes making as no data is available)

Calculations for utilization for Pre-Rapid ID Procedure:

● Calls Transferred to associate:

135.79 calls were transferred to associate
Time taken = 30.2 mins/call * 30.2 =4100.858 mins

● Calls transferred to senior associate:

1. Out of 174.1 calls, 38.3 customers request for Sr. Associate

Time taken = 21.6 mins/call * 38.3 = 827.28 mins..
2. Again 66.15 calls were transferred to Sr. Associate
Average time taken = 19.1 mins/call * 66.15 = 1263.465 mins.

Utilization for Associate= 4100.858 mins / 84 hrs = 81.36%

Utilization for Senior Associate=2090.745mins/ 49 hrs =71.12%

Therefore,Total Capacity Utilization =76.24%

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 Question 3: What would be the effect on capacity utilization of improving the productivity of

the least productive two Associates and two senior Associates to current Rapid ID average?

Utilization Utilization Min/Call Sr Utilization Utilization Min/Call

Associate Min/Call Min/call
Before After Revised Associate Before After Revised

Wagoner 18 0.10 0.10 18.00 Dubois 13.6 0.07 0.07 13.60

Kroshian 18.5 0.10 0.10 18.50 Rice 15.8 0.08 0.08 15.80

Filali 22.6 0.12 0.12 22.60 Mian 18.5 0.10 0.10 18.50

Chedekel 24.3 0.13 0.13 24.30 Fluker 18.8 0.10 0.10 18.80

McNamara 25.3 0.13 0.13 25.30 Puri 24.1 0.13 0.13 24.10

Herren 28.2 0.15 0.15 28.20 Kalinowsky 33.1 0.18 0.13 24.07

Zuller 28.5 0.15 0.15 28.50 Sacks 44.6 0.24 0.13 24.07

Pierce 37.8 0.20 0.20 37.80

Shah 40.8 0.22 0.16 29.40

Aronson 50 0.27 0.16 29.40

Average: 29.4 0.16 0.14 26.20 24.07 0.13 0.11 19.85

188 12% 188 21%

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 Question 4: What is the labor cost per call taken by Associates and by Senior Associates? What

is the cost per resolved call by Associates and by Senior Associates?

Salary ranges

Lower limit Upper limit Average

12 Associates

Salary 40000 60000

Benefits & overheads 10400 15600

Total salary to 12
Associate for whole year 604800 907200 756000

7 Sr. Associates

Salary 70000 90000

Benefits & overheads 16100 20700

Total salary to 7 Sr
Associate for whole year 1033200 1328400 1180800

Total salary cost 1638000 2235600 1936800

Cost per call 9408.385985 12840.89604 11124.64

Average number of calls : 174.1

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 Number of calls directed to Associate = 0.54*174.1 = 94.014 ~ 94 calls

Number of resolved calls for Associate = 0.35*94 = 32.9 ~ 32 calls

Cost per resolved calls for Associate = 756000/32 = $23625

Number of resolved calls for Senior Associate = 174.1 - 32 = 142.1 ~ 142

Cost per resolved calls for Senior Associate = $8315.44

Question 5: What do you think system performance in terms of waiting time changed as it did?

Why did customer behaviour change as it did?

Solution: Before vs. After

Before Rapid Change(|Before-After|) % Change wrt

After Rapid ID
ID before Rapid ID
Utilization of Utilization of 8 10.1%
Associates – Associates – 71%
79%
Utilization of Utilization of Sr. 2 2.3%
Sr. Associates Associates – 88%
– 86%
Resolution Resolution Time by 63 100%
Time by Senior Associates –
Senior 126 min
Associates –
63 min
Cost per call Cost per call for 8.3 33.7%
for associates associates - $32.9
- $24.6
Waiting time Waiting time in 6.5 46.42%
in Queue for Queue for
Associates – Associates – 7.5 min
14 min
Number of Number of calls in 11.75 127.02%
calls in the the queuing system
queuing for senior associate

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 system for – 21
senior
associate –
9.25
Calls directed Calls directed 24% 30.76%
directly to directly to associates
associates – – 54%
78%
Number of Number of calls – 14 8.04%
calls – 174.1 188.1

Question 6: What would you recommend to Jack McKinnon? or, If you were Jack McKinnon,

what would you continue to do and what should you stop doing?

● Using automated answering machine to obtain a more useful network with less labour
cost
● Removing less productive associates and senior associates with previous average which
will help reduce the service time by 90 minutes.
● Rescheduling 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.
● Increasing the number of senior associates and removing less productive associates. Cost
per resolved call for Senior Associates is almost half of that of an associate. Hence new
employees can be hired who are very skilled in resolving the issue in less time.
● Providing training by one senior associate in two phases for better utilization of
associates and fewer burdens on senior associates.
● Making records available to all associates and sr. associates so that associates could learn
from them.
● Identifying and categorizing the calls being received by the directors and directing the
calls to the expert of that category to reduce the time of resolution.
● Making one senior associate and one associate an expert in each category of problem
depending on the number of problems that are coming from each category.
● Identifying the category of the problem and diverting the client call to the respective
associate or senior associate based on the complexity of the problem to resolve the
problem in less time.

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