TMS

Day 2 · Tuesday · 17 November 2026

Where the work actually goes

Volume is not effort. The expensive work is the work that should not have existed.

By the end of the day

  • Split the open pile into still inside the promise, and already late.
  • Show that fee-copy work meets the clock and still comes back.
  • Choose one complaint remedy and refuse the ones the counts do not support.

Run of show

  1. 09:00Clinic, then the wrong remedyClinic
  2. 09:25The open pile is not one numberLab
  3. 11:00The work that came backLab
  4. 13:15Complaints are a different objectLab
  5. 15:15What we stop reportingCheck

09:00

09:25

Clinic

Clinic, then the wrong remedy

“If I add people, most of us point at the busiest queue. The file will not agree.”

Aim. Unblock yesterday without reteaching it, then aim the day at remedies.

  1. Clinic at the side table for unfinished summaries. The rest of the room refines nothing. They write which queue they would staff if they had two seats.
  2. Collect those guesses on the wall. Leave them up until 16:00.
  3. Frame: today separates three different failures — late work, repeat work, and upheld complaints. They do not take the same remedy.

Faculty

  • Do not let the clinic become a second Day 1. Ten minutes, then they pair with a finished table and catch up during the first lab.
  • If everyone guessed Billing because it is a familiar word, good. The file is about to embarrass that guess.

09:25

10:45

Lab

The open pile is not one number

“An open ticket inside the promise is waiting. An open ticket past the promise is already a miss.”

Aim. A split of open work: inside SLA at the as-of clock, versus already late. Plus inflow by week.

  1. Count open, pending, and reopened-and-still-open as the pile. Do not count a Resolved row.
  2. Split that pile with IsBreach. You should see both kinds. A manager who quotes “open tickets” as one number is mixing work that is fine with work that is late.
  3. Chart tickets opened by week. This is demand, not performance.
  4. Write one sentence: is the current pile mostly a hangover from August, or mostly the last few days? Look before you answer. August billing did not leave a silent backlog. The clock there was kept.

Faculty

  • The honest read: the open pile is small and recent. Some of it is still inside P3 and P4. The P1 phone tickets still open are already late. August’s pain is not sitting in the open count.
  • If a pair goes hunting for an August backlog and cannot find one, that is success. Say so.
  • Pending customer is still open. It is not a polite way to call something closed.

11:00

12:30

Lab

The work that came back

“A07 is not the problem. A07’s queue is showing you the problem.”

Aim. Reopen rate by queue, by reason, and by agent — in that order. Then repeat customers and transfers.

  1. Reopen rate by queue. Then by contact reason. Fee copy and charge-not-recognised will dominate. Billing’s breach rate will not.
  2. Now, and only now, reopen rate by agent. A07 and A12 look bad. Add their mix: almost all billing, and a heavy share of the fee reasons. A03 looks excellent. A03’s desk is Loyalty.
  3. Build a repeat-customer view. Customers with two or more tickets, their share of customers, their share of tickets. The second number is the one a director feels.
  4. Find the status-chase: same customer, an email about a delivery delay, then a WhatsApp within two days that says they are chasing an update. That second ticket is not new demand.
  5. Write the remedy you will not recommend: coaching A07 on attitude.

Faculty

  • When someone says “coach A07”, ask them to swap the summary to contact reason and be quiet. Let the pair correct it.
  • A12 matches A07. If they only name one agent, they have not finished.
  • Repeat share lands near one in nine customers and about a third of tickets. Use the lab key for the exact figure. Do not recite a number you have not just computed.
  • Transfers bunch on Delivery. That is a handoff problem, not a handle-time problem.

13:15

15:00

Lab

Complaints are a different object

“You may fund one fix. The file will not fund four.”

Aim. A complaint summary — category, upheld, age — and a decision drill.

  1. Load complaint_log as its own Table. Do not paste it under the tickets.
  2. Aging in days: closed minus opened, or as-of minus opened if it is still open. Count anything open past 10 days.
  3. Upheld means Yes or Partial. Open is not a win. No is a rejection, not a success story.
  4. Keep complaints with a blank ticket id. Those are the ones that never became a ticket. Dropping them flatters the operation.
  5. Decision drill, in pairs, 25 minutes. You may fund one of these and you must say what would change your mind:
  6. A. A conduct refresher for every agent.
  7. B. Rewrite the fee explanation and the first reply on charge-copy contacts.
  8. C. Clear the open privacy cases at North Hub and fix the practice that created them.
  9. D. Cover Central Hub phones from 14:00 to 18:00.
  10. The number, the base, and the limit. One side of the card.

Faculty

  • A fails the evidence test. Six conduct cases, five upheld: real, and too small to brief as a programme.
  • B, C, and D can all pass. B is volume (incorrect charge, mostly partial). C is urgency (privacy, open, older than 10 days, North Hub, several with no ticket). D is the Day 1 slice, a different failure. The best cards pick one and name the other two as real but not this month’s spend.
  • Compensation in QAR is not the cost of complaints. Say that once. Do not build a cost model.
  • If a pair averages compensation and calls it the business case, ask them what a privacy case costs when the figure is blank.

15:15

16:30

Check

What we stop reporting

“Kill one number your team still puts on the Monday pack.”

Aim. Each manager retires a metric, in writing, with the replacement next to it.

  1. Go back to the staffing guesses from 09:00. Who still wants two seats on the busiest queue, and which queue do they mean now?
  2. Written check on the Assessment page. The one-fix sentence is part of the check, not a warm-up.
  3. Prep for Wednesday: Power BI Desktop opens on their machine tonight. If it does not, they tell Ahmad before they leave, not at 09:20.

Faculty

  • Retired metrics worth praising: blended SLA with no cut, CSAT with no response rate, agent rank on CSAT, open tickets as a single pile.
  • Do not let “we’ll track everything” survive the hour. Three numbers stay. Name them.