Picked up a wrap code that had the highest AHT in the process and identified the missing blurbs, personalized the existing blurbs, added content for missing use cases, policies and references based on the wrap up codes leading to annualized savings of $11,182.75.

There was no mechanism to identify any outliers committing the same errors repeatedly or to record the Contact coaching requests that were submitted across the sites leading to no transparency in the process variations at the site level and also at the network level leading to some dissatisfaction amongst the associates. To encounter this, created a SharePoint and made it mandatory to record all the Coaching requests in the portal. A total of 413 entries were made in the portal between June 2018 to December 2018. The outliers or process variations were then clarified at the weekly network leadership calls and necessary actions were taken. Additionally, having this recorded ensured that the agents are being coached on a regular basis leading to encouraging other associates to raise Coaching requests.

When the ‘Author Central’ process moved from Customer Support to Kindle Content Operations, there were significant changes to the process and the training materials were outdated. Due to the Training team’s low bandwidth and not enough exposure to the process, reworked on the curriculum, schedule and training materials to match with the current process. The usage of these materials throughout the network in order to deliver trainings is once in a month. Considering the training is 6 days long, the time saving due to the recreation of the training materials is 384hrs per year (4 days - 8 hours per month).

CreateSpace, Kindle Direct Publishing and Author Central are the lines of businesses for which the Authors or Publishers would reach out for detail page corrections. However, as per the policy, the detail page correction for books published through CreateSpace, Kindle Direct Publishing, Vendor Central Management and third-party publishers are different. Through an automated form on the Amazon.com website, a contact would get generated to the Author Central team (for byline correction on the website) and considering through which platform the book is published, the contact would either be transferred to the respective teams or handled. When the Author Central team fills out a form to the CreateSpace team (Author central uses CSC and CreateSpace works on Salesforce hence, transfer option is unavailable), due to the blurb tag having a feature that adds (info@createspace.com) in the BCC field, there would be 2 contacts generated for the same concern in the CreateSpace interface. After identifying the issue, I worked on getting the BCC removed which reduced 842 contacts per month in average (Estimating contact reduction of 10,104 contacts annually). Also, Author Central team was then advised to identify the Publisher and if the Publisher is CreateSpace, the self-service instructions were to be given by the Author Central team only. Similarly, when the Author Central team fills out a form to the Kindle Direct Publishing team or transfers the contact directly (as both the teams use CSC), I identified that the first thing a Kindle Direct Publishing associate would do is advise the Publisher/Author to make the necessary changes through the available self service options. Hence, this blurb with the self-service instructions (response) was added to the Author Central domain and after an Author Central associate determines the book has been published through Kindle Direct
Publishing, instead of transferring the contact (where the wait time would increase and First Contact Resolution would not be met), the Author Central team would handle the contact i.e., respond to the Author/Publisher with the necessary information. (No calculative method to measure how this change has impacted the Customer wait time but the KDP SLs being at 40hrs-100hrs and Author Central’s SLs being at 8hrs-24hrs, it definitely had an impact on customer satisfaction).

CreateSpace, Kindle Direct Publishing and Author Central are the lines of businesses for which the Authors or Publishers would reach out for detail page corrections. However, as per the policy, the detail page correction for books published through CreateSpace, Kindle Direct Publishing, Vendor Central Management and third-party publishers are different. Through an automated form on the Amazon.com website, a contact would get generated to the Author Central team (for byline correction on the website) and considering through which platform the book is published, the contact would either be transferred to the respective teams or handled.When the Author Central team fills out a form to the CreateSpace team (Author central uses CSC and CreateSpace works on Salesforce hence, transfer option is unavailable), due to the blurb tag having a feature that adds (info@createspace.com) in the BCC field, there would be 2 contacts generated for the same concern in the CreateSpace interface. After identifying the issue, I worked on getting the BCC removed which reduced 842 contacts per month in average (Estimating contact reduction of 10,104 contacts annually). Also, Author Central team was then advised to identify the Publisher and if the Publisher is CreateSpace, the self-service instructions were to be given by the Author Central team only.Similarly, when the Author Central team fills out a form to the Kindle Direct Publishing team or transfers the contact directly (as both the teams use CSC), I identified that the first thing a Kindle Direct Publishing associate would do is advise the Publisher/Author to make the necessary changes through the available self service options. Hence, this blurb with the self-service instructions (response) was added to the Author Central domain and after an Author Central associate determines the book has been published through Kindle Direct Publishing, instead of transferring the contact (where the wait time would increase and First Contact Resolution would not be met), the Author Central team would handle the contact i.e., respond to the Author/Publisher with the necessary information. (No calculative method to measure how this change has impacted the Customer wait time but the KDP SLs being at 40hrs-100hrs and Author Centrals SLs being at 8hrs-24hrs, it definitely had an impact on customer satisfaction).

When the Author Central process moved from Customer Support to Kindle Content Operations, there were significant changes to the process and the training materials were outdated. Due to the Training teams low bandwidth and not enough exposure to the process, reworked on the curriculum, schedule and training materials to match with the current process. The usage of these materials throughout the network in order to deliver trainings is once in a month. Considering the training is 6 days long, the time saving due to the recreation of the training materials is 384hrs per year (4 days - 8 hours per month).

There was no mechanism to identify any outliers committing the same errors repeatedly or to record the Contact coaching requests that were submitted across the sites leading to no transparency in the process variations at the site level and also at the network level leading to some dissatisfaction amongst the associates.To encounter this, created a SharePoint and made it mandatory to record all the Coaching requests in the portal.A total of 413 entries were made in the portal between June 2018 to December 2018. The outliers or process variations were then clarified at the weekly network leadership calls and necessary actions were taken.Additionally, having this recorded ensured that the agents are being coached on a regular basis leading to encouraging other associates to raise Coaching requests.

Picked up a wrap code that had the highest AHT in the process and identified the missing blurbs, personalized the existing blurbs, added content for missing use cases, policies and references based on the wrap up codes leading to annualized savings of $11,182.75.

Being the subject matter expertise, I was given multiple opportunities to travel to Chennai to deliver the process training to the new hires. Alongside, engaged in delivering various other trainings (new topics) to the existing team. For the first batch, the average Operational CPH and NRR was 2.9 and 17% respectively in the first month against the ramp period goals of 1.80 Operational CPH and 21% NRR.