- Lost Calls
- Phone Wait Time
- Documentation Accuracy
- Documentation Completion Rate
- Invoicing Speed
- Invoicing Accuracy
- Booking Turn Time
- Email Response Time
- Rate Quotation Speed
- Service Recovery
Phone Wait Time
On a monthly basis, MOL measures the average minutes and seconds the customer spends waiting from the time the call is accepted by our phone system to the time the customer is connected to a customer service representative.
Maintain an average phone wait time of less than 90 seconds.
MOL Action Plan:
2017 Results. In October 2017, the phone wait time decreased to 57 seconds, the third consecutive month that we have met the target for a variety of reasons. For example, newer employees are becoming more experienced. Export emails are increasing and based on booking volume we believe that customers have a preference for email bookings. In September 2017, the phone wait time slightly increased to 66 seconds. While our export call volume decreased, our import call volume increased. In addition, a loss of some experienced staff members had a negative impact on the result. However, we continuously strive to meet our target. In August 2017, the phone wait time improved significantly - it was cut in half compared with the previous month. We're happy to report that we're meeting the target again. In July 2017, performance (104 seconds) improved due to a decrease in call volume. In June 2017, performance improved due to a decrease in call volume. In May 2017, the performance improved as a direct result of separating the phone bookings from the booking changes, by adding new prompts to our phone system. We have also increased training and aggressiveness in how quickly we solve calls. In April 2017, the result was 343 seconds, up from the previous month due to an increase in call volume. In March 2017, the result was 234 seconds, down from the previous month. In February 2017, the result was 244 seconds due to increasing export call duration from the previous month. In January 2017, the result was 151 seconds due to increasing export call volumes compared to December 2016.
2016 Results. In December 2016, the result was 62 seconds due to continued high call volumes. In November 2016, the result was 175 seconds due to high call volumes. In October 2016, the result was 16 seconds. In September 2016, the result was 12 seconds. In August 2016, the result was 11 seconds. In July 2016, the result was 11 seconds. In June 2016, the result was 11 seconds. In May 2016, the result was 10 seconds. In April 2016, the result was 10 seconds. In March 2016, the result was 11 seconds. In February 2016, the result improved to 10 seconds. In January 2016, the result was steady at 11 seconds.
2015 Results. In December 2015, the result improved to 11 seconds. As a result of upgrading our phone system, customers have experienced improved performance. In November 2015, the result improved to 35 seconds. In October 2015, the result slipped very slightly to 39 seconds from 38 seconds. In September 2015, the result improved to 38 seconds from 40 seconds in August 2015. We modified the target from 120 seconds to 90 seconds in September and we have been below our 90 second target since the startup of the Shipment Management Center on August 31. We do not foresee any issues that will impact this performance at this time. We actively monitor our phone system and re-assign customer service representatives from working in general mailboxes or e-bookings to the phones during spikes in phone traffic.
In August 2015, although the target regressed slightly due to the transition to the new Shipment Management Center, our performance is expected to stabilize quickly. In July 2015, we achieved the target with a result of 33 seconds. In June 2015, we achieved the target with a result of 34 seconds, which was an improvement from the 46 seconds in May 2015 and the 88 seconds in April 2015. Although we missed the target from January 2015 thru March 2015 due to significant and ongoing increases in call volume, we hired some additional customer service representatives which helped to mitigate the issue. (Please note that, in January 2015, we modified our target from 20 seconds to 120 seconds in order to focus on what we can realistically achieve when call volumes are high.)
2014 Results. We missed the target from September 2014 thru December 2014 due to a significant increase in call volume. However, until September 2014, we had consistently met the target in 2014. The June 2014, July 2014, and August 2014 result of 16 seconds is only 1 second off the May 2014 result of 15 seconds. The May 2014 result of 15 seconds matches the April 2014 and March 2014 result which was a slight improvement from February 2014. The February 2014 result of 16 seconds was a slight regression from eight straight months of 15 seconds or less. The implementation of a plan to provide customer service representatives with visibility to calls in the queue has contributed to this outcome.
2012 and 2013 Results. Since February 2012, our telephone wait time has consistently met the standard of 20 seconds and we anticipate that it will continue to do so. In November and December 2012, the telephone wait time regressed from 13 seconds to 18 seconds and to 20 seconds due to increased call volume from Hurricane Sandy and a labor strike. However, we quickly bounced back with a strong result in January 2013 of 16 seconds. The February 2013 result improved further to 15 seconds. In March 2013, we regressed slightly to 17 seconds but the April 2013 and May 2013 result quickly recovered to 16 seconds and the June 2013 result improved further to 15 seconds.
Our best result was 13 seconds during a three month period in 2012 (Aug/Sept/Oct). We do re-assign personnel to areas of need based on a review of the data that our team regularly develops. The 5:00 p.m. to 7:00 p.m. CST time period is regularly bolstered as necessary. Our import and export group wait times consistently meet the standard, but we have some room for improvement with the wait time for our hazardous and documentation groups.