A service level that has been flat for four quarters is rarely a staffing problem alone. It is usually three problems arriving together: a forecast nobody trusts, a schedule built around the forecast, and a quality review that runs too late to change either.
We start with the forecast because everything downstream inherits its errors. Once intervals are accurate, scheduling becomes a planning exercise rather than a daily rescue.
Quality is the part most operations leave until last. Reviewing calls weekly, against the handful of behaviours that actually move the score, closes the loop.
[DRAFT: replace with the final article text before launch.]