I am heading field department in market research and we have a CATI department, where the telecallers call people from the database which is provided by our client or rarely generated inhouse. We call the data and after willingness and eligibility criteria we conduct interviews.

Problem:

• Our Management feels that the cost per interview is very going high and needs to be cut down, they feel that the efficiency is not used correctly and there is possibility of leakages in systems resulting the cost. There is also a doubt that telephonic cost is high or lines not been used efficiently

• How do I cut down the cost per interview, want to identify loop holes where the cost is getting drained and is not been noticed currently, introduce a efficient system to get max output per caller.

Want to develop a Six sigma project, to evaluate the current system, redesign the same to get efficient, inshort want to work DMAIC


Please guide on how do I go ahead on the same.

with regards

Rajiv

Hi Rajeev,

If you could explain what precisely refers to ' Cost of interview ' in your work area, somebody here may be able to help you. Also, what do you mean by leakages in the system contributing to the cost, per your question? By leakages are you referring to line theft for making other (besides work) telephone calls ?

In my understanding, as the job described by you involves interview over the phone, cost per call should be the cost of interview, if I'm not wrong. This means longer the interview call, more is the cost. If so, then would request you to share the nature or type of interview (subject of interview & questions asked) that is done on phone, as that directly impacts the call duration. Also, how are the calls being made. Are yourl using the local telephone lines for calling or using any particular voice enabled communication aids for calling, viz, VOIP (Voice over internet protocol), Skype, as is the case with most call centers for economic reasons ?

Look forward to your reply.

Thanks & rgds.

HI Manian,

Cost of interview refers to cost incured behind one successful interview, this includes the infrastructure cost, cost towards calling and non availability of respondant, remuneration paid to interivewer for the complete 8 hours shift.

Cost per interview is not exactly equal to cost per successful interview, there is a cost towards unsuccessful interview.

Let me explain the process of interivew, the list is provided to callers in excel format, caller serially calls each number, if the number is picked and the person required is available the person is explained the purpose of study and the on his willingness the interview is conducted, the interivew is punched in CATI software. If the required person is not available caller asks as when he will be available and schedules appointement, sometimes it just becomes a cold call as no one picks up the phone.

Laekage in system means -

1. Manpower is not used properly, would like to know better system to use manpower optimum.

2. The cost goes high in calling as telephone call rates are different for landlines, mobiles, std etc.

3. The data provided by client is not good enough as lot of time goes in calling and get correct repondant, we want to interview men, but instaed of cell numbers landline numbers are given, where my productivity becomes down per day.etc

4. There is lack of system to monitor are callers been utilised effectively in a day.

As far as questionare matters, it is structured questionare, where interviewer has to click the responses and insome case where any openhanded feedback, interviewer has to key in the same.

The calling is done by local MTNL landlines.

 

Hope this clarifies your queries.

 

regards

RAjiv

 

Dear Rajeev,

In this situation before initiating the SS project, you can work on Lean/Kaizen Initiatives. You need to define some standard benchmarks:

• Number of Complete interview/day, RPC (Right Party Contact)/attempt, RPC/ Hour.
  

• There should be a Performance Score Board formed though which management can review individual performance. The frequency of review should be weekly/ monthly. In this Score Board you can include the per day targets, cost per interview, profit & loss per individual etc.
  

• You can put the Color Code in Performance Score Board as GREEN for 'met' metrics & RED for 'not met' metrics.
  

• Root Cause Analysis (RCA) needs to be done on weekly/monthly data. RCAs can be done on RED (not met) metrics in Performance Score Board.
  

• As every one understands the language of measurement, the point no.1 will also help you to track the numbers for repeat offenders. Then after corrective actions can be taken.
  

• The people who are good at meeting their targets, should discuss the way the deal with the customers (End Users) in the PSBs (Pre/Post Shift Briefing).
  

• The people with High Tenure & good scores can mentor the new hires.
  

Once the above points achieved, then the scope to pick up a SS Project on pain area will be maximum & will lead to the constant & structured results.

Hope this will help you, feel free to revert for further visibility.

Many Thanks,

Gurshit Singh

Hi Rajiv,

Just curious..were you able to fix the CPI issue you had?did you implement a project?

 

Dear Rajiv,

 

I am sure by this time you would have completed this project and many more.

 

Gurshit's direction was good. In this kind of problem, you could start your analysis with time taken to make a call, time taken to make a good call (successful interview) by observation  (or time in motion as it is called) and then working out the number of FTE required. If you find that you have too many surveyors, you will need to do an analysis around where the time in the day is being spent.

 

Other data, I believe, such as these lines being used for other purposes could be easily available. This data can be analyzed and reasons eliminated or addressed.