July 30, 2020

B2P
JUMP START TRAINING
R Click Image Icon to Add Photo
Presented by:
Process Optimization Engineering Team
Qualfon University
 AGENDA
1. Introduction
2. B2P Objective & Metrics
3. Major Process Steps

Phase 1: Billing Mechanism & Billable Activities

Phase 2: Study Payroll Activities (billable and non-billable)
Phase 3: Measure & Rank non-billable activities to the agent level
R Click Image Icon to Add Photo >> Break <<
Phase 4: Root Cause, Set Objectives & calculate ROI
Phase 5: Implement B2P report & setup control charts

4. Demo of Daily & Weekly Reporting

5. Q&A *
(*) will stop for questions after every phase
B2P JUMPSTART TRAINING GUIDELINES

• No one will walk away from the training as experts

in B2P but, they will have a much better
understanding of what it is all about, the tools we
are using to identify B2P improvement opportunities
and some of the actions that have come out of our
analysis.
• What is B2P, where to start, what steps should I
follow, what tools can I use, examples, next steps.

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HOW WILL POETS ASSIST THE PROCESS OWNERS
Process owners will plan and execute the B2P projects with the assistance of the POETs.
What the POET will do.
• Provides assistance in B2P efforts.
Offers advice. Does not give directives
or make decisions.
• Provides samples of project charter
and assist in creation when requested
• Supplies templates and training to use
them.
• Provides sounding board for data
collection and analysis efforts
• Reviews completed templates and
provides feedback when requested.
• Helps create pick charts and action
plans where requested
• Provides advice and examples of
process and strategy when requested
What the process owners will do.
• Owns the B2P process.
• Makes all final decisions.
• Gathers data and runs analysis
(charts, graphs, etc.).
• Solicits help from others (POETs,
Finance, I/T, WFM, etc.) in sourcing
data and running analytics.
• Owns the decisions on PICK charts.
• Determines actions to be taken
and owns the actions.
• Measures results of actions.
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B2P INTRODUCTION

OBJECTIVE B2P METRICS

Maximize the percentage of production payroll hours
𝐴𝑣𝑎𝑖𝑙. + 𝑇𝑎𝑙𝑘 + 𝐻𝑜𝑙𝑑 + 𝐴𝐶𝑊 + 𝐵𝑖𝑙𝑙. 𝑇𝑟𝑎𝑖𝑛𝑖𝑛𝑔 𝑖𝑛 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛
that agents are engaged in a productive (billable or 𝑩𝟐𝑷 𝑹𝒂𝒕𝒊𝒐 =
𝑇𝑜𝑡𝑎𝑙 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐻𝑜𝑢𝑟𝑠
potentially billable) activity.

𝑇𝑎𝑙𝑘 + 𝐻𝑜𝑙𝑑 + 𝐴𝐶𝑊 + 𝐵𝑖𝑙𝑙. 𝑇𝑟𝑎𝑖𝑛𝑖𝑛𝑔 𝑖𝑛 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛

𝑩𝟐𝑷 𝑹𝒂𝒕𝒊𝒐∗ =
𝑇𝑜𝑡𝑎𝑙 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐻𝑜𝑢𝑟𝑠

5
 B2P Equation
Variable Definition
• All variables relate to Production.
• All variables focus on the agent's
activities.
• All variables are measured in time,
R Click Image Icon to Add Photo not in $$.
THE B2P EQUATION
W H AT I S A N D W H AT I S N O T TA K E N I N T O C O N S I D E R AT I O N

WHAT IS WHAT IS NOT

• Billable training in Production • Ramp training
• Such as new product line • Bonuses or penalties
• NOT ramp training
• Any ancillary services:
• Handle time • IT
• After Call time* • Special reports
• Available time* • Supervisor / Team Lead activities
(*) depending on SOW/MSA

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B2P MAJOR PROCESS STEPS
Phase 1

Phase 2

Phase 3

Phase 4

Phase 5

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B2P DISCOVERY GUIDE

TEMPLATE REAL CASE

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B2P MAJOR PROCESS STEPS

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1.1 BILLING PROCESS: IDENTIFY THE BILLING MECHANISM

Billing Mechanism Description

A method whereby the vendor charges an hourly rate for all hours that agents are on duty working on behalf of the client. This is not a
100% standard definition. Some contracts may exclude activities such as breaks from billable payroll hours. This does not generally include
By the payroll hour (most desirable of PTO or any other time an agent is not working on behalf of the client.
all contractional scenarios)

A method whereby the vendor charges an hourly rate for all hours that agents are on duty working on behalf of the client. Generally, this
By the productive hour (a counts only time when an agent is in one of the following aux codes – talk, hold, wrap and available. Some productive hour contracts allow
contractional scenario superior to by billing for additional activities such as coaching, up-training, etc.
the minute and transactional)

A method whereby the vendor charges a set rate for each minute of handle time that agents are servicing a customer (generally includes talk,
hold and wrap time). Some by the minute of handle time contracts allow billing for additional activities such as coaching, up-training, etc..
By the minute of handle time (not a Some modifications may also apply to how time is captured for chat, email and other non-voice customer related activities.
desirable contractional scenario)

A method whereby the vendor charges a set rate for each minute of handle time that agents are talking a customer Some by the minute of
By the minute of talk time (least talk time contracts allow billing for additional activities such as coaching, up-training, etc.. Some modifications may also apply to how time is
desirable of all contractional captured for chat, email and other non-voice customer related activities.
scenarios)

A method whereby the vendor charges a set price per phone call, chat or email. Some by the transaction contracts allow billing for
By the transaction (comparable to by additional activities such as coaching, up-training, etc..
the minute but, Qualfon does have
some upside by becoming more
efficient in handling transactions)

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B2P MAJOR PROCESS STEPS

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1.2 BILLING PROCESS: EXTRACT BILLABLE ACTIVITIES

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AMAZON: EXTRACT BILLABLE ACTIVITIES

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1. BILLING PROCESS: SUMMARY

Billable Items Billable Activities

Production Billable Training* (billable ramp training is not part of the

Training Payroll Hours
calculations)

Dedicated LOBs
Payroll Hours
Payroll Hours

Non-dedicated LOBs
Talk Time*, Hold Time*, After Call Work*
Billable Minutes

Note: activities with an asterisk (*) are potentially billable activities due to clauses in the
contracts.

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B2P MAJOR PROCESS STEPS

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2.1 PAYROLL PROCESS: AGENT ACTIVITIES
ARS

Activity/Aux Code Description

Available Time Idle time waiting for a call.
Talk Time Time talking with a costumer.
Hold Time Time with a costumer on hold.
ACW Time Time in after call work
Extn Out Time Time spent in outbound calls
Time in Aux 0 Non-billable
Time in Break Time in break
Time in Resource Time spent as a resource to other agents (floor support)
Time in Coaching Time in coaching
Time in System Issue Time spent in a technical problem.
Time in Non-Bill Training Time in non-billable training.
Time in Bill Training Time spent in client required training.
Time in Meeting Time in management meetings.
Time in Callbacks Time spent in callbacks from costumer.

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RAW DATA (CMS REPORT)
*Move to actual excel file

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B2P MAJOR PROCESS STEPS

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2.2 PAYROLL PROCESS: BILLABLE ACTIVITIES

Activity/Aux Code Description B2P Category

Available Time Idle time waiting for a call. Non-billable
Talk Time Time talking with a costumer. Restricted Billable*
Hold Time Time with a costumer on hold. Restricted Billable*
ACW Time Time in after call work Restricted Billable*
Extn Out Time Time spent in outbound calls Non-billable
Time in Aux 0 Non-billable Non-billable
Time in Break Time in break Non-billable
Time in Resource Time spent as a resource to other agents (floor support) Non-billable
Time in Coaching Time in coaching Non-billable
Time in System Issue Time spent in a technical problem. Non-billable
Time in Non-Bill Training Time in non-billable training. Non-billable
Time in Bill Training Time spent in client required training. Billable
Time in Meeting Time in management meetings. Non-billable
Time in Callbacks Time spent in callbacks from costumer. Non-billable
Note: restricted billable activities with an asterisk (*) are potentially limited due to clauses in the
contract such as maximum AHT.

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B2P MAJOR PROCESS STEPS

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2.3 PAYROLL PROCESS: PAYROLL ACTIVITIES

Activity/Aux Code Description B2P Category Payroll

Available Time Idle time waiting for a call. Non-billable Yes
Talk Time Time talking with a costumer. Restricted Billable* Yes
Hold Time Time with a costumer on hold. Restricted Billable* Yes
ACW Time Time in after call work Restricted Billable* Yes
Extn Out Time Time spent in outbound calls Non-billable Yes
Time in Aux 0 Non-billable Non-billable Yes
Time in Break Time in break Non-billable Yes*
Time in Resource Time spent as a resource to other agents (floor support) Non-billable Yes
Time in Coaching Time in coaching Non-billable Yes
Time in System Issue Time spent in a technical problem. Non-billable Yes
Time in Non-Bill Training Time in non-billable training. Non-billable Yes
Time in Bill Training Time spent in client required training. Billable Yes
Time in Meeting Time in management meetings. Non-billable Yes
Time in Callbacks Time spent in callbacks from costumer. Non-billable Yes
Note: restricted billable activities with an asterisk (*) are potentially limited due to clauses in the
contract such as maximum AHT.

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B2P MAJOR PROCESS STEPS

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 3. 1 B2P MEASUREMENTS

B2P RATIOS OTHER METRICS

𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑇𝑖𝑚𝑒 + 𝐵𝑖𝑙𝑙𝑎𝑏𝑙𝑒 𝑜𝑟 𝑅𝑒𝑠𝑡𝑟𝑖𝑐𝑡𝑒𝑑 𝐵𝑖𝑙𝑙𝑎𝑏𝑙𝑒 𝐼𝑡𝑒𝑚𝑠 𝑻𝒐𝒕𝒂𝒍 𝑷𝒂𝒚𝒓𝒐𝒍𝒍 𝑯𝒐𝒖𝒓𝒔 = 𝑆𝑢𝑚 𝑜𝑓 𝑇𝑖𝑚𝑒 𝑖𝑛 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐴𝑐𝑡𝑖𝑣𝑖𝑡𝑖𝑒𝑠
𝑩𝟐𝑷 𝑹𝒂𝒕𝒊𝒐 =
𝑇𝑜𝑡𝑎𝑙 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐻𝑜𝑢𝑟𝑠
𝐴𝑣𝑎𝑖𝑙. + 𝑇𝑎𝑙𝑘 + 𝐻𝑜𝑙𝑑 + 𝐴𝐶𝑊
=
𝑇𝑜𝑡𝑎𝑙 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐻𝑜𝑢𝑟𝑠 𝑻𝒐𝒕𝒂𝒍 𝑩𝒊𝒍𝒍𝒂𝒃𝒍𝒆 𝑻𝒓𝒂𝒏𝒔𝒂𝒄𝒕𝒊𝒐𝒏𝒔 = 𝑆𝑢𝑚 𝑜𝑓 𝐵𝑖𝑙𝑙𝑎𝑏𝑙𝑒 𝑇𝑟𝑎𝑛𝑠𝑎𝑐𝑡𝑖𝑜𝑛𝑠

𝐵𝑖𝑙𝑙𝑎𝑏𝑙𝑒 𝑜𝑟 𝑅𝑒𝑠𝑡𝑟𝑖𝑐𝑡𝑒𝑑 𝐵𝑖𝑙𝑙𝑎𝑏𝑙𝑒 𝐼𝑡𝑒𝑚𝑠 𝑇𝑜𝑡𝑎𝑙 𝐵𝑖𝑙𝑙𝑎𝑏𝑙𝑒 𝑇𝑟𝑎𝑛𝑠𝑎𝑐𝑡𝑖𝑜𝑛𝑠

𝑩𝟐𝑷 𝑹𝒂𝒕𝒊𝒐∗ = 𝑨𝒗𝒈. 𝑩𝒊𝒍𝒍𝒂𝒃𝒍𝒆 𝑻𝒓𝒂𝒏𝒔𝒂𝒄𝒕𝒊𝒐𝒏𝒔 𝒑𝒆𝒓 𝑷𝒂𝒚𝒓𝒐𝒍𝒍 𝑯𝒐𝒖𝒓 =
𝑇𝑜𝑡𝑎𝑙 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐻𝑜𝑢𝑟𝑠 𝑇𝑜𝑡𝑎𝑙 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐻𝑜𝑢𝑟𝑠

𝑇𝑎𝑙𝑘 + 𝐻𝑜𝑙𝑑 + 𝐴𝐶𝑊

=
𝑇𝑜𝑡𝑎𝑙 𝑃𝑎𝑦𝑟𝑜𝑙𝑙 𝐻𝑜𝑢𝑟𝑠

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 3. 1 B2P MEASUREMENTS

B2P RATIO B2P* RATIO

ARS MXC - B2P Ratio Control Chart ARS MXC - B2P* Ratio Control Chart
(Data Range: June 1, 2020 - June. 30, 2020) (Data Range: June 1, 2020 - June. 30, 2020)
100% 80%

70% UCL(3ơ)
95%

60%

B2P* Ratio
90% UCL(3ơ)
B2P Ratio

Mean
50%

85% Mean
40% LCL(3ơ)

80% LCL(3ơ) 30%

75% 20%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Day of the Month Day of the Month

Metric \ Month Jan. May June

Calls Handled 55,460 119,686 128,425
Payroll Hours 18,207 37,433 41,263
CPH 3.05 3.20 3.11
B2P Ratio 87% 85% 85%
B2P* Ratio 54% 54% 55%
25
% in ACW 11% 22% 21%
B2P MAJOR PROCESS STEPS

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3.2 IDENTIFY TOP NON-BILLABLE ACTIVITIES

0.29%
Pareto Chart - Time Distribution 0.75% Time Distribution
14,000 100%
0.57%
1.67%
0.47% 0.02%
90%
12,000 2.35%
Avail Time
80%
3.78% ACD Time
10,000 70% 4.91%
Hold Time
60%
8,000 28.05% ACW Time
50% Extn Out Time
6,000 8.76%
40% Time in Aux 0

30% Time in Break

4,000
Time in Resource
20%
2,000 Time in Coaching
10%
19.07% Time in System Issue
0 0% Time in Non Bill Train
Time in Aux 0
Avail Time

Time in Coaching
Time in Bill Train
ACD Time

Time in Break

Time in Non Bill Train

Time in System Issue

Time in Resource
Hold Time
ACW Time

Time in Meeting
Extn Out Time

Time in Callbacks
21.83% Time in Meeting
Time in Bill Train
7.48% Time in Callbacks

27
3.2 IDENTIFY TOP NON-BILLABLE ACTIVITIES

Activity/Aux Code Description B2P Category Payroll Time Dist.

Available Time Idle time waiting for a call. Non-billable Yes 28.05%
Talk Time Time talking with a costumer. Potentially Billable Yes 21.83%
Hold Time Time with a costumer on hold. Potentially Billable Yes 7.48%
ACW Time Time in after call work Potentially Billable Yes 19.07%
Extn Out Time Time spent in outbound calls Non-billable Yes 8.76%
Time in Aux 0 Non-billable Non-billable Yes 3.78%
Time in Break Time in break Non-billable No 4.91%
Time in Resource Time spent as a resource to other agents (floor support) Non-billable Yes 2.35%
Time in Coaching Time in coaching Non-billable Yes 0.47%
Time in System Issue Time spent in a technical problem. Non-billable Yes 0.57%
Time in Non-Bill Training Time in non-billable training. Non-billable Yes 0.75%
Time in Bill Training Time spent in client required training. Potentially Billable Yes 0.29%
Time in Meeting Time in management meetings. Non-billable Yes 1.67%
Time in Callbacks Time spent in callbacks from costumer. Non-billable Yes 0.02%

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3.2 IDENTIFY TOP NON-BILLABLE ACTIVITIES

Activity/Aux Code Description B2P Category Payroll Time Dist.

Available Time Idle time waiting for a call. Non-billable Yes 28.05%
Talk Time Time talking with a costumer. Potentially Billable Yes 21.83%
Hold Time Time with a costumer on hold. Potentially Billable Yes 7.48%
ACW Time Time in after call work Potentially Billable Yes 19.07%
Extn Out Time Time spent in outbound calls Non-billable Yes 8.76%
Time in Aux 0 Non-billable Non-billable Yes 3.78%
Time in Break Time in break Non-billable No 4.91%
Time in Resource Time spent as a resource to other agents (floor support) Non-billable Yes 2.35%
Time in Coaching Time in coaching Non-billable Yes 0.47%
Time in System Issue Time spent in a technical problem. Non-billable Yes 0.57%
Time in Non-Bill Training Time in non-billable training. Non-billable Yes 0.75%
Time in Bill Training Time spent in client required training. Potentially Billable Yes 0.29%
Time in Meeting Time in management meetings. Non-billable Yes 1.67%
Time in Callbacks Time spent in callbacks from costumer. Non-billable Yes 0.02%

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3.2 IDENTIFY TOP NON-BILLABLE ACTIVITIES
Amazon

Guyana Dumaguete
Activity/Aux Payro Time Payrol
Description B2P Category Description B2P Category Time Dist.
Code ll Dist. l
Idle time waiting for a
Idle time waiting for a call. Non-billable Yes Non-billable Yes
Available Time 14.88% Available Time call. 29.58%
Potentially Time talking with a
Time talking with a costumer. Yes Potentially Billable Yes
Talk Time Billable 35.51% Talk Time costumer. 34.38%
Potentially Time with a costumer
Time with a costumer on hold. Yes Potentially Billable Yes
Billable on hold.
Hold Time 25.43% Hold Time 25.51%
Time in after call work Non-billable Yes Time in after call work Non-billable Yes
ACW Time 1.56% ACW Time 0.02%
Time spent in outbound
Time spent in outbound calls &
Non-billable Yes calls & non-billable Non-billable Yes
non-billable follow ups
Outbound Time 8.37% Outbound Time follow ups 5.70%
Not an available aux
Not an available aux code -
code - seen between
seen between payroll and Non-billable Yes Non-billable Yes
payroll and system
system variances
Time in Aux 0 0.00% Time in Aux 0 variances 0.00%
Time in break (break 1 and Time in break (break 1
Non-billable Yes Non-billable Yes
break 2) and break 2)
Time in Break 1.46% Time in Break 0.79%
Time spent in actually accepting Time spent in actually
Average Answer Non-billable Yes Average Answer Non-billable Yes
the contact accepting the contact
Time 5.18% Time 1.81%
Inclusive of coaching, non-bill Inclusive of coaching,
Non-billable Yes Non-billable Yes
training, etc. non-bill training, etc.
Time in Meeting 4.90% Time in Meeting 0.36%
Offline Busy
Time spent for various Non-billable Yes Time spent for various Non-billable Yes
Time 2.63% Offline Busy Time 1.34%

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B2P MAJOR PROCESS STEPS

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3.3 ANALYZE AGENT POPULATION
Comparison – B2P Ratio vs B2P* Ratio

JANUARY JUNE
ARS MXC - B2P Ratio vs B2P* Ratio ARS MXC - B2P Ratio vs B2P* Ratio
(Data Range: Jan. 1, 2020 Jan. 31, 2020) (Data Range: June 1, 2020 - June 30, 2020)
100% 90%

90% 80%

80%
70%
70%
60%
60%

B2P* Ratio
B2P* Ratio

50%
50%
40%
40%
30%
30%
20%
20%

10% 10%

0% 0%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
B2P Ratio B2P Ratio

Note: similar patterns of a population with low B2P* and B2P Ratios, and a population with high B2P, but low B2P*
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 3.3 ANALYZE AGENT POPULATION
Comparison – Available Time

JANUARY JUNE
ARS MXC - Payroll Hours vs % of Payroll Hours in ARS MXC - Payroll Hours vs % of Payroll Hours in Available
Available Time Time
(Data Range: Jan. 1, 2020 - Jan. 31, 2020) (Data Range: June 1, 2020 - June 30, 2020)
100% 100%

% of Payroll Hours spent in Avail. Time

% of Payroll Hours spent in Avail. Time

90% 90%

80% 80%

70% 70%

60% AMC JJ 60% AMC JJ

GM GM
50% 50%
GM CANADA GM CANADA
40% 40% Lux
Lux
30% Pepboys 30% Pepboys
TMO TMO
20% 20%

10% 10%

0% 0%
0 50 100 150 200 250 0 50 100 150 200 250
Monthly Payroll Hours Monthly Payroll Hours

Note: increase in Available Time % in Lux LOB (dedicated LOB billed by productive hour).
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 3.3 ANALYZE AGENT POPULATION
C o m p a r i s o n - A f t e r C a l l Wo r k

JANUARY JUNE
ARS MXC - Payroll Hours vs % of Payroll Hrs in ACW ARS MXC - Payroll Hours vs % of Payroll Hrs in ACW
(Data Range: Jan. 1, 2020 - Jan. 31. 2020) (Data Range: June 1, 2020 - June 30, 2020)
60% 60%

50% 50%
% of Payroll Hours spent in ACW

% of Payroll Hours spent in ACW

40% 40%

AMC JJ AMC JJ
GM GM
30% 30%
GM CANADA GM CANADA
Lux Lux

20% Pepboys 20% Pepboys

TMO TMO

10% 10%

0% 0%
0 50 100 150 200 250 0 50 100 150 200 250
Monthly Payroll Hours Monthly Payroll Hours

Note: increase variance on ACW Time

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 3.3 ANALYZE AGENT POPULATION
Comparison – Aux 0

JANUARY JUNE
ARS MXC - Payroll Hours vs % of Payroll Hours in Aux 0 ARS MXC - Payroll Hours vs % of Payroll Hours in Time in
(Data Range: Jan. 1, 2020 - Jan. 31, 2020) Resource
20% (Data Range: June 1, 2020 - June 30, 2020)
20%
18%
% of Payroll Hours in Time in Aux 0

% of Payroll Hours in Time in Aux 0

18%
16%
16%
14%
14%
12% AMC JJ
12% AMC JJ
GM
10% GM
GM CANADA 10%
GM CANADA
8% Lux 8% Lux
Pepboys
6% 6% Pepboys
TMO
4% TMO
4%

2% 2%

0% 0%
0 50 100 150 200 250 0 50 100 150 200 250
Monthly Payroll Hours Monthly Payroll Hours

Note: 2.5% in Aux 0 is equivalent to 12 min per day for 8-hour shifts. 12.5% in Aux 0 is equivalent to 1 hour
per day for 8-hour shifts. 35
 3.3 ANALYZE AGENT POPULATION
Comparison – Time In Resource

JANUARY JUNE
ARS MXC - Payroll Hours vs % of Payroll Hours in Time in ARS MXC - Payroll Hours vs % of Payroll Hours in Time in
Resource Resource
(Data Range: Jan. 1, 2020 - Jan. 31, 2020) (Data Range: June 1, 2020 - June 30, 2020)
100% 100%

% of Payroll Hours in Time in Resource

% of Payroll Hours in Time in Resource

90% 90%

80% 80%

70% 70%

60% AMC JJ 60% AMC JJ

GM GM
50% 50%
GM CANADA GM CANADA
40% Lux 40% Lux
30% Pepboys 30% Pepboys
TMO TMO
20% 20%

10% 10%

0% 0%
0 50 100 150 200 250 0 50 100 150 200 250
Monthly Payroll Hours Monthly Payroll Hours

Note: similar pattern of a population spending a large percentage of their time in Time in Resource (floor support)
36
4.2 FACILITATE IMPROVEMENTS: ROOT-CAUSE ANALYSIS

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37
B2P MAJOR PROCESS STEPS

38
4.2 FACILITATE IMPROVEMENTS: ROOT-CAUSE ANALYSIS

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B2P MAJOR PROCESS STEPS

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4.2 & 4.3 FACILITATE IMPROVEMENTS: ROI AND OBJECTIVES
Based on data from May 2020

1. After Call Work: May 2020

1. Improvement: return to January’s performance of 118 Actual Payroll Hours 37,442
seconds in ACW per call in average. Reductions based on Improvements 9,619
2. Decrease in payroll hours: 4,463. New Payroll Hours 27,823
2. Available Time: % Change 26%
1. Improvement: move every agent above 25% to 25% of
Payroll Time in Available Time (equivalent to 2 hours What happens if we handle the same amount of work
per 8-hour shift). with 84% of the labor?
2. Decrease in payroll hours: 4,084.
ARS MXC - May 2020 - Direct Labor Cost
3. Aux 0: Wages $ 201,725
1. Improvement: move every agent above 2.5% to 2.5% Overtime $ -
of Payroll Time in Aux 0 (equivalent to 12 minutes per Bonus & Incentives $ 35,395
8-hour shift). Payroll Taxes $ 6,989
2. Decrease in payroll hours: 744. Benefit Expense $ 45,805
Temporary Labor $ -
4. Time in Resource: Direct Wage Expense $ 289,915
1. Improvement: reduce time in resource by 25%. 26% Savings $ 75,378
2. Decrease in payroll hours: 328. Yearly Savings (x12) $ 904,534
ARS MXC - 2020 EBIT Budget $ 725,542

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B2P MAJOR PROCESS STEPS

42
5.1 IMPLEMENT B2P REPORTS - DAILY
B2P Ratio B2P* Ratio Calls Handled Payroll Hours Calls/Hour
ARS MXC - B2P
19-Jul-2020 87% 54% 3226 1067 3.07
1% -4% -972 -136 -0.45

Avail Time ACW Time Aux 0 Top 10 high % in Avail Time Top 10 high % in ACW Time

MX_Hernandez, Edgar… No Lob, 95% MX_Mota, Luis AMC JJ, 89%

MX_Diaz, Jessica… Lux, 94% MX_Garcia, Fernando PAT, 84%
34% 20% 4%
MX_Rojas, Luis… Lux, 92% MX_Fonseca, Gadiel PAT, 83%
MX_Juarez, Humberto… Pepboys, 87% MX_Vazquez, Alan AMC JJ, 82%
Time in Resource MX_Mandujano, Ramses… Lux, 86% MX_Hernandez, Pedro PAT, 77%
MX_Valdes, Axel… Pepboys, 84% MX_DelCastillo, Isaa AMC JJ, 61%
MX_Tapia, Emiliano… Lux, 83% MX_NegrelosDuarte, I PAT, 60%
3% MX_Figueroa Espinosa… Lux, 82% MX_Gonzalez, Juan PAT, 54%
MX_Ortiz, Abraham… Pepboys, 82% MX_Lozano, Laura PAT, 53%
MX_Zagala, Sandra… Pepboys, 78% MX_Carrasco, Barbara GM, 51%

Top 10 high % in Aux 0 Top 10 high % in Time in Resource By LOB

MX_Pi neda, Jose %Avail %ACW %Aux0 %TIR

AMC JJ, 31% MX_Ledesma, Adriana No Lob, 100%
MX_Coli n, Carlos AMC JJ, 23% MX_Galvan, Abril GM, 93%
TMO 27% 12% 5%1%
MX_Vilchis, Julia AMC JJ, 22% MX_Ramirez, Arisbet PAT, 91%
MX_Saldana, Jonathan AMC JJ, 16% MX_Moreno, Emmanuel Pepboys, 75% Pepboys 59% 11% 1%4%
MX_Segura, Adolfo AMC JJ, 15% MX_Flores, Marino No Lob, 70% PAT 33% 40% 2% 6%
MX_ Rico, David AMC JJ, 14% MX_Meza, Jonathan PAT, 27% No Lob 38% 14% 4% 28%
MX_Alcala, Elio TMO, 14% MX_Escobar, Juli o TMO, 24%
Lux 83% 2%2%
0%
MX_Arteaga, Enrique TMO, 14% MX_Lomeli, Juan Pepboys, 0%
MX_Rios, Daniel GM 26% 26% 4% 9%
AMC JJ, 13% MX_Martinez, Miguel Lux, 0%
MX_Martinez, Christi TMO, 13% MX_Martinez,Carlos A AMC JJ 21% 24% 7%0%
No Lob, 0%

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5.1 IMPLEMENT B2P REPORTS – WEEKLY
B2P Ratio B2P* Ratio Calls Handled Payroll Hours Calls/Hour
ARS MXC - B2P
85% 54% 33,890 10,291 3.33
July 12 -19, 2020 -1.5% 2.3% 7.6% 6.6% 0.09

Avail Time ACW Time Payroll Hours vs % in Avail Time

B2P Ratio Run Chart B2P* Ratio Run Chart 100%

90% 60%
31% 20% 80%
-0.5% 58%
-3.8%

% in Avail Time
88%
60%

Daily B2P* Ratio

Daily B2P Ratio
Aux 0 Time in Resource 55%

85% 53% 40%

5% 3% 50%
83% 20%
0.3% -0.1%
48%
0%
80% 45%
0 10 20 30 40 50 60 70
Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun
Payroll Hours
Current Week Previous Week Current Week_ Previous Week_
Payroll Hours vs % in ACW Payroll Hours vs % in Aux 0 Payroll Hours vs % in Time in Resource
80% 30% 100%

25%
80%
60%

% in Time in Resource
20%
% in ACW

% in Aux 0
60%
40% 15%

40%
10%
20%
5% 20%

0% 0% 0%
0 10 20 30 40 50 60 70 0 10 20 30 40 50 60 70 0 10 20 30 40 50 60 70
Payroll Hours Payroll Hours Weekly Payroll Hours
AMC JJ GM GM CANADA Lux No Lob PAT Pepboys TMO

44
5.1 IMPLEMENT B2P REPORTS – TEAM DASHBOARD

45
SUMMARY: B2P MAJOR PROCESS STEPS

46
POC by Location

POET MEMBERS

Sites or Accounts B2P POET point of contact

Amazon Kim Carr & Robert Allan
Instacart Kim Carr & Juan Rosales
ARS Kim Carr & Francisco Caudillo
TMO Kim Carr
Doug Wells Sites Alaro Perezalonso & Alonso Portilla
Summer Dennis sites Juan Pablo Gonzalez
Abel Cruz Sites Juan Pablo Gonzalez
Reporting Darwin Bangay

POET Contact Info

Robert Allan RobertAllan.Acaso@qualfon.com
Juan Rosales Juan.Rosales@qualfon.com
Francisco Caudillo fcaudillo@qualfon.com
Kim Carr Kimberly.Carr@qualfon.com
Alvaro Perezalonso aperezalonso@qualfon.com
Juan Pablo Gonzalez juan.pablo@qualfon.com
Darwin Bangay darwin.bangay@qualfon.com
Alonso Portilla APortilla@qualfon.com
47
Q&A