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Contact Center, ABM Project: Designed and Deployed Activity-Based Management (ABM) System
Under the sponsorship of the CFO, the customer service organization (located in three regional offices) embarked on a 16-week initiative to fully install an activity-based performance management system. During the activity definition phase a multi-site collaboration of 14 distinct activities drew out best practices, established consistent processing techniques, and led to the creation of high impact job aides and an overall AHT reduction of 4%...
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Contact Center, Queue Consolidation Initiative
In 20 weeks our consultants completed a Six Sigma project, which consolidated 17 queues to four, streamlined business processes and implemented an activity-based management control system. A historically based forecasting model was built, which integrated call arrival data across multiple queues, providing the visibility needed to ensure accurate call distribution patterns and agent schedules from day one of the cutover...
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Contact Center, Process Excellence: Quality Assurance Analysis and Redesign Effort
Leveraging 15+ years of contact center experience, the consultants at Major Oak relied on their vast network of comparable clients to produce a culture changing benchmark analysis, clearly isolating limitations in our client’s current quality assurance program. The study showed the company was actually evaluating all the right measures, just in a way that was at times subjective, encouraging a ‘close enough’ attitude...
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Contact Center, Two Week Assessment: 15-Point Operational Assessment Identifies $1.0M in Savings Opportunity
In two weeks a team of consultants at Major Oak conducted a comprehensive 15-point operational assessment. Areas of focus included: interval level management, capacity utilization, call handling best practices, supervisor time management, performance management, escalation processes, management reports and center metrics. Our expert advisers interviewed 41 supervisors and managers, conducted more than 300 side-by-side observations and analyzed data from dozens of management reports in order to highlight our client’s most actionable improvement opportunities...
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- Project Management: Health and Wellness Program Implementation
Our client engaged Major Oak to manage two new projects: a health risk assessment and a vendored health coaching program. Our role as project manager included activities such as conducting weekly status meetings, completing assessments, maintaining the project plan and ensuring effective team communications...
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- Process Optimization: Shared Services Assessment for a Defense Contractor
The project started with a review of the Shared Services business processes, which were documented using Major Oak’s industry leading process maps. Then, two concurrent efforts began. One effort was to understand the processes at the business units (BU) which included detailed process mapping. The second effort was to gather detailed cost information at Shared Services and the BUs through a Time Study and an Activity Based Costing exercise...
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- Process Optimization: Relocation Policy for a large Restaurant Chain
The project began with a review of the current relocation process through detailed interviews with process owners, users of the services, division leaders and HR executives. In parallel, the project team gained insights into the economics behind the moves. The result was an understanding of what worked in the current process, what could be done better, and the cost of different types of moves within the organization...
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- Project Management: Litigation Support and Application Development for a Financial Services Organization
Major Oak Consulting was hired to develop the project approach, manage the daily project activities including business solution definition, archiving rules, new business processes and the development of a custom VB.NET application. The project required cross department interaction and coordination between Legal, IT, Compliance, HR, Finance, Business Units and external storage vendors, each playing an integral part in the initiative...
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- Project Management: Financial Close Process for a Financial Services Organization
The Program contained ten projects, involving 60 people across 8 lines of business. Initially, the primary focus was the redesign of existing processes to compress the close cycle. The PMO worked with each area and line of business within the Financial Operations organization to find process efficiencies and to accelerate the timing of the administrative feeds...
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