June2008 Hdi Quality Presentation

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  • June2008 Hdi Quality Presentation

    1. 1. TechTeam Global Quality Practices for Service Desks Local and Global
    2. 2. Objectives <ul><li>Framework for a Quality System </li></ul><ul><li>Best Practices at the Desk </li></ul><ul><ul><li>Metric Categories and Definitions </li></ul></ul><ul><ul><li>Process Development and Organization </li></ul></ul><ul><ul><li>Tracking and Reporting </li></ul></ul><ul><ul><li>Feedback and Improvement </li></ul></ul><ul><li>Keeping Quality Consistent (across multiple locations) </li></ul><ul><ul><li>Internal Audit Process </li></ul></ul><ul><ul><li>Correction Action Process </li></ul></ul><ul><ul><li>Communication Techniques </li></ul></ul>
    3. 3. Effective Quality Management <ul><li>How do you create an integrated quality and training program that focuses on delivering effective and timely training while optimizing the quality of support? </li></ul>
    4. 4. Components of a Quality System
    5. 5. Components of a Quality System: Define <ul><li>Keep it simple </li></ul><ul><ul><li>Add complexity if appropriate at a later time </li></ul></ul><ul><li>Determine objectives </li></ul><ul><ul><li>What is most relevant? </li></ul></ul><ul><ul><li>What would add most value? </li></ul></ul><ul><ul><li>What is causing most pain? </li></ul></ul><ul><ul><li>What contractual obligations do you have? </li></ul></ul><ul><ul><li>What is customer/client complaining about most? </li></ul></ul><ul><ul><li>How do you prioritize it all? </li></ul></ul><ul><ul><ul><li>“ Which one is more important?” exercise </li></ul></ul></ul><ul><ul><ul><li>Voting dots </li></ul></ul></ul><ul><ul><li>Why </li></ul></ul><ul><ul><li>What </li></ul></ul><ul><ul><li>How </li></ul></ul>Define
    6. 6. Components of a Quality System: Define <ul><li>What evaluation criteria is used? </li></ul><ul><ul><li>Customer Service Skills </li></ul></ul><ul><ul><li>Technical Skills </li></ul></ul><ul><ul><li>Process Adherence </li></ul></ul><ul><li>How often do you monitor and what are measurables for success? </li></ul><ul><li>Defining how to capture data </li></ul><ul><ul><li>Binder </li></ul></ul><ul><ul><li>Spreadsheet </li></ul></ul><ul><ul><li>Database </li></ul></ul><ul><ul><li>Sharepoint Site </li></ul></ul><ul><ul><li>Knowledgebase </li></ul></ul><ul><ul><li>Why </li></ul></ul><ul><ul><li>What </li></ul></ul><ul><ul><li>How </li></ul></ul>Define
    7. 7. Components of a Quality System: Define <ul><li>Example Inputs </li></ul><ul><ul><li>Customer or Client Complaints </li></ul></ul><ul><ul><li>Feedback from Second Level Support Groups </li></ul></ul><ul><ul><li>Improperly Handled Tickets </li></ul></ul><ul><ul><li>Mentoring Statistics </li></ul></ul><ul><ul><li>Training/Knowledge Assessment Results </li></ul></ul><ul><ul><li>Resource Effectiveness Assessment </li></ul></ul><ul><ul><li>Technicians Effective Use of Resource </li></ul></ul><ul><ul><ul><li>Common Callers, Common Call Types, etc </li></ul></ul></ul><ul><ul><li>Metrics </li></ul></ul><ul><ul><ul><li>Call metrics outside of expectations </li></ul></ul></ul><ul><ul><ul><li>First Call Closure </li></ul></ul></ul><ul><ul><ul><li>Open Tickets </li></ul></ul></ul><ul><ul><li>Focus Groups </li></ul></ul><ul><ul><li>Post Launch Reviews </li></ul></ul><ul><ul><li>Why </li></ul></ul><ul><ul><li>What </li></ul></ul><ul><ul><li>How </li></ul></ul>Define
    8. 8. Components of a Quality System: Measure/Analyze <ul><li>Measuring and analyzing is pivotal to understanding the issues and taking appropriate action </li></ul><ul><li>What do you do with all the data? </li></ul><ul><ul><li>Track / compile data </li></ul></ul><ul><ul><li>Run report(s) </li></ul></ul><ul><ul><li>Analyze the data </li></ul></ul><ul><ul><ul><ul><li>Don’t get caught in analysis paralysis – Keep it Simple </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Go back to objectives and desired outcome </li></ul></ul></ul></ul><ul><ul><li>Metrics </li></ul></ul><ul><ul><li>Data </li></ul></ul><ul><ul><li>Gaps </li></ul></ul><ul><ul><li>Trends </li></ul></ul>Measure -Analyze
    9. 9. Components of a Quality System: Measure/Analyze <ul><li>Examples </li></ul><ul><ul><li>Stare at the data </li></ul></ul><ul><ul><li>Ask why, why, why, why, why (5 Whys) </li></ul></ul><ul><ul><li>Identify trends (pareto analysis, moving averages, etc.) </li></ul></ul><ul><ul><ul><ul><li>Be careful of averages </li></ul></ul></ul></ul><ul><ul><li>Lean </li></ul></ul><ul><ul><li>Six Sigma </li></ul></ul><ul><ul><li>How </li></ul></ul>Measure -Analyze
    10. 10. Components of a Quality System: Improve/Correct <ul><li>Implement Corrective Action Plan </li></ul><ul><ul><li>Keep simple </li></ul></ul><ul><ul><ul><li>Not about activity but effectiveness </li></ul></ul></ul><ul><ul><li>Involve those that matter most </li></ul></ul><ul><ul><li>Take most valuable action </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><ul><li>Integrating quality program with training </li></ul></ul></ul><ul><ul><ul><li>Single owner for Training & Quality </li></ul></ul></ul><ul><ul><ul><li>Proactive training schedule </li></ul></ul></ul><ul><ul><ul><li>Conduct necessary training </li></ul></ul></ul><ul><ul><ul><ul><li>Individual or Team </li></ul></ul></ul></ul><ul><ul><ul><ul><li>On-going / New Hire </li></ul></ul></ul></ul><ul><ul><li>What </li></ul></ul><ul><ul><li>How </li></ul></ul>Improve- Corrective Action
    11. 11. Components of a Quality System: Improve/Correct <ul><ul><li>Job Aides </li></ul></ul><ul><ul><li>Coaching Sessions </li></ul></ul><ul><ul><li>Focus Groups </li></ul></ul><ul><ul><li>Standard Operating Procedures </li></ul></ul><ul><ul><li>Project Quality Scorecard </li></ul></ul><ul><ul><li>Technician Scorecard </li></ul></ul><ul><ul><li>Knowledge Articles </li></ul></ul><ul><ul><li>Tool Enhancements </li></ul></ul><ul><ul><li>What </li></ul></ul><ul><ul><li>How </li></ul></ul>Improve- Corrective Action
    12. 12. Components of a Quality System: Improve/Correct Examples <ul><li>Job Aide </li></ul><ul><ul><li>Specific purpose </li></ul></ul><ul><ul><li>Standard format – will help agents to visually recognize what they are receiving, importance and relevance. </li></ul></ul><ul><ul><li>Example: </li></ul></ul><ul><ul><ul><li>Job Aide: Hot Sheet </li></ul></ul></ul><ul><ul><ul><li>Purpose: To communication critical information quickly </li></ul></ul></ul><ul><ul><ul><li>Delivery Method: Copies made and put on agent’s desk or chair </li></ul></ul></ul><ul><ul><ul><li>Format: Printed material, printed on bright colored paper, </li></ul></ul></ul><ul><ul><ul><li>Key Information: HOTSHEET labeled on top in 32 point font </li></ul></ul></ul><ul><ul><ul><li> Topic defined in short sentence in 24 point font </li></ul></ul></ul><ul><ul><ul><li> Topic described in one paragraph </li></ul></ul></ul><ul><ul><ul><li> Effective dates provided </li></ul></ul></ul><ul><ul><ul><li> Reference provided as necessary </li></ul></ul></ul>
    13. 13. Example Job Aide HOTSHEET HOTSHEET HOTSHEET 6/04/2008 Subject: Client Sharepoint Sites to be down Effective: June 18, 6:00 p.m. through June 19 , 2:00 a.m. Description: Patch to be to Sharepoint that will require all Sharepoint sites to be down. Impact: Minimal impact to corporate personnel; however this will have greater impact on field service personnel who typically access SP sites in evening. Corporate email sent to all users. Users will receive “Site not available. Contact your Network Admin.” Reference: No knowledge ticket available as this is temporary issue Ticket Categorization: SW/Sharepoint/Error/Scheduled Downtime
    14. 14. Components of a Quality System: Improve/Correct Examples <ul><li>Technician Quality Scorecard </li></ul><ul><ul><li>Tied to corporate goals objectives </li></ul></ul><ul><ul><li>Consistent with performance review criteria </li></ul></ul><ul><ul><li>Defined frequency </li></ul></ul><ul><ul><li>Defined delivery method </li></ul></ul>
    15. 15. Example Scenario <ul><li>Client complaining about service levels within a particular group. Overall service levels are aligned with the volume. However, the project scorecard outlines a slight downward trend over a three week period in average calls per hour. What is your approach? </li></ul><ul><ul><li>First step is not to jump to a resolution, always start with analysis </li></ul></ul><ul><ul><li>Is it the entire team and/or specific individuals </li></ul></ul><ul><ul><li>Are there other variables to consider? </li></ul></ul><ul><ul><ul><li>New hires </li></ul></ul></ul><ul><ul><ul><li>Employees who just took on this skill set recently </li></ul></ul></ul><ul><ul><ul><li>Changes in environment or process </li></ul></ul></ul><ul><ul><ul><li>Trends or patterns </li></ul></ul></ul><ul><ul><li>Investigation points to a select group of individuals whose handle times are outside of threshold </li></ul></ul><ul><ul><li>You also notice a trend in the number of calls these agents place to the resource team </li></ul></ul><ul><ul><li>Call monitors reveal additional information </li></ul></ul>
    16. 16. Example Scenario <ul><li>What corrective action do you take? </li></ul><ul><ul><li>Schedule identified agents to take refresher training via CBTs </li></ul></ul><ul><ul><li>Assess their knowledge before and after assessment </li></ul></ul><ul><ul><li>Closely monitor metrics (talk, wrap, calls per hour, calls to resource, quality, etc.) </li></ul></ul><ul><ul><li>Report and recognize progress </li></ul></ul>
    17. 17. Components of a Quality System: Control <ul><li>How do you ensure sustained improvement? </li></ul><ul><ul><li>Continued monitoring and measuring of key metrics identified in Measure/Analyze </li></ul></ul><ul><ul><ul><ul><li>Dashboard / Project and Agent Scorecards / Graphs </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Are gaps improving </li></ul></ul></ul></ul><ul><ul><li>Standard Operating Procedures </li></ul></ul><ul><ul><li>Audits </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><ul><ul><li>External just even more important than internal </li></ul></ul></ul></ul><ul><ul><li>Education </li></ul></ul><ul><ul><ul><li>Agent Expectations </li></ul></ul></ul><ul><ul><ul><li>Performance Management System </li></ul></ul></ul><ul><ul><li>Being Proactive </li></ul></ul><ul><ul><ul><ul><li>Keeping pulse on other cues </li></ul></ul></ul></ul><ul><ul><li>How </li></ul></ul>Control
    18. 18. Components of a Quality System: Control <ul><li>How do you ensure sustained improvement? (continued) </li></ul><ul><ul><li>Adding complexity or new quality variables </li></ul></ul><ul><ul><li>Modify Corrective Action Plan as required </li></ul></ul><ul><ul><li>Recognize and Reward </li></ul></ul><ul><ul><ul><ul><li>Rewarded behavior is repeated </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Create visibility </li></ul></ul></ul></ul><ul><ul><li>Celebrate Success </li></ul></ul><ul><ul><li>How </li></ul></ul>Control
    19. 19. <ul><li>Examples </li></ul>
    20. 20. Example Quality Report <ul><li>Corrective Action </li></ul><ul><li>Control </li></ul>QIN: 82 Both Quality slides, including the below QIN count, contains all of the Internal IHTs, QINs, Vendor Spread sheet, etc., that were delivered during the recording period <ul><li>Key Actions: </li></ul><ul><li>5 knowledge articles updated </li></ul><ul><li>Targeted Refresher Training for select individuals </li></ul><ul><li>New Hire Training Materials updated with additional role plays </li></ul><ul><li>Employee Coaching/Counseling </li></ul><ul><li>Define </li></ul><ul><li>Measure </li></ul>
    21. 21. Quality <ul><li>Failed to Follow Solution Includes: </li></ul><ul><li>Agents failing to assist with self-resets </li></ul><ul><li>Agents skipping steps to resolve a customers issue in a more timely manner </li></ul><ul><li>Measure </li></ul><ul><li>Analyze </li></ul>
    22. 22. Example Project Quality Scorecard <ul><li>Define </li></ul><ul><li>Measure / Analyze </li></ul><ul><li>Control </li></ul>Quality Assurance Index Calculation                                   Weight Jan Feb Mar Apr May Average Monitors 50% 72.00% 92.26% 91.91% 90.44% 91.67% 87.66% Escalations 30% 84.00% 90.77% 90.45% 91.44% 94.12% 90.16% FOX Calls (Focus on Excellence test calls) 10% 96.29% 97.69% 96.91% 96.71% 100.00% 97.52% QINs (Quality Issue Notification) 10% 99.65% 99.70% 99.81% 99.94% 99.90% 99.80% Weighted Quality Score 80.79% 93.10% 92.76% 92.32% 94.06%     Target 92%    
    23. 23. Example Project Quality Scorecard with Average Using averages would have overstated actual performance Target 92% Quality Assurance Index Calculation   Weight Jan Feb Mar Apr May Average Monitors 50% 72.00% 92.26% 91.91% 90.44% 91.67% 87.66% Escalations 30% 84.00% 90.77% 90.45% 91.44% 94.12% 90.16% FOX Calls 10% 96.29% 97.69% 96.91% 96.71% 100.00% 97.52% QINs 10% 99.65% 99.70% 99.81% 99.94% 99.90% 99.80% Avg Quality Score 87.99% 95.11% 94.77% 94.63% 96.42%   Weighted Average Quality Score 80.79% 93.10% 92.76% 92.32% 94.06%   Variance   7.20% 2.00% 2.01% 2.31% 2.36%  
    24. 24. Example Pareto Analysis: Distribution of Calls to Resource by Agent <ul><ul><ul><li>First 6 Agents generated 80% of all calls to resource </li></ul></ul></ul>T. Walters
    25. 25. Example Pareto Analysis: Call Types to Resource <ul><ul><ul><li>Troubleshoot help, Solution, Server Issues, and ticket escalated to 2 nd level are 83.65% of all reasons </li></ul></ul></ul>
    26. 26. Example Quality Tracking System See Handout
    27. 27. TechTeam Global HDI Presentation – Keeping Quality Consistent June 12, 2008
    28. 28. Objectives <ul><li>Framework for a Global Quality System </li></ul><ul><li>Quality Standards </li></ul><ul><li>Audit Program </li></ul><ul><li>Corrective Action System </li></ul><ul><li>Document Control </li></ul><ul><li>Client & User Satisfaction Survey </li></ul>
    29. 29. Service Desk Quality System <ul><li>Monitoring </li></ul><ul><li>Quality Assurance Measurement </li></ul><ul><li>Customer Satisfaction </li></ul><ul><li>Knowledge Base </li></ul><ul><li>Training </li></ul><ul><li>Quality Management Department </li></ul><ul><li>Reports directly to VP of Quality & Process Leadership </li></ul><ul><li>Dedicated Quality Mgr Oversees Global Quality System </li></ul>VP of Quality & Process Leadership Quality Policy: As suppliers of service, we will do the RIGHT THING RIGHT the first time for all customers, external or internal. Quality Objectives <ul><li>Audits </li></ul><ul><li>Internal </li></ul><ul><li>External </li></ul><ul><li>Customer </li></ul><ul><li>Sarbanes Oxley </li></ul><ul><li>Executive Quality Mgmt Review </li></ul><ul><li>Audit Results </li></ul><ul><li>Quality Objectives </li></ul><ul><li>Customer Feedback </li></ul><ul><li>CAR/PARs </li></ul><ul><li>Action Items </li></ul>ITIL, Sarbanes Oxley, and CMMI ISO 9001:2000 - Quality Intentions & Commitment Customer and Business Requirements Best Practices Quality Activities ISO 9001:2000 - Quality Intentions & Commitment
    30. 30. Quality Standards <ul><li>ISO 9001:2000 </li></ul><ul><ul><li>Recognized internationally </li></ul></ul><ul><ul><li>Road map and guidance for general quality best practices </li></ul></ul><ul><ul><li>Say what you do, do what you say, and prove it! </li></ul></ul><ul><li>ITIL (IT Infrastructure Library) </li></ul><ul><ul><li>Selected employees are ITIL certified to adopt IT related best practices </li></ul></ul><ul><ul><li>Process based approach to IT service management, which focuses attention on key activities and optimized service quality, within a reasonable and justifiable cost. For example, incident management, problem management, cost management, customer service. </li></ul></ul>
    31. 31. Quality Standards <ul><li>HIPAA/21 CFR Part 11 </li></ul><ul><ul><li>Applies to FDA regulated clients (primarily in the GSS projects) </li></ul></ul><ul><ul><li>HIPAA (Health Insurance Portability and Accountability Act) of 1996. It is responsible for improving efficiency in healthcare though the standardization of electronic data. </li></ul></ul><ul><ul><li>21 CFR Part 11 - requirements for creating, maintaining, archiving, retrieving, and transmitting electronic documentation. It provides the first definitive set of guidelines for records security for both the regulated and non-regulated industries across the globe.  </li></ul></ul><ul><li>Sarbanes Oxley </li></ul><ul><ul><li>Legislation affecting corporate governance, financial disclosure and the practice of public accounting. Ernest and Young conduct audits of internal controls aligned with these regulations . </li></ul></ul><ul><li>CMMI (Capability Maturity Model Integration) </li></ul><ul><ul><li>Certified processes for software application development and testing. </li></ul></ul>
    32. 32. Audits <ul><li>Internal </li></ul><ul><ul><li>Purpose – performed by internal quality team to determine strengths and opportunities for improvement against quality standards, TechTeam standards, client requirements. Gains transparency into the operations and fosters discipline. </li></ul></ul><ul><ul><li>Scope defined by Quality Manager </li></ul></ul><ul><ul><li>Frequency – once per year per key process </li></ul></ul><ul><li>External </li></ul><ul><ul><li>Purpose – performed by National Quality Assurance to determine strengths and opportunities for improvement against ISO quality standards </li></ul></ul><ul><ul><li>Scope defined by external auditor </li></ul></ul>
    33. 33. Audits <ul><li>External (continued) </li></ul><ul><ul><li>Frequency </li></ul></ul><ul><ul><ul><li>Corporate site (Southfield) – once per year </li></ul></ul></ul><ul><ul><ul><li>Belgium – once every two years </li></ul></ul></ul><ul><ul><ul><li>Romania – once every two years </li></ul></ul></ul><ul><ul><ul><li>UK/Germany/Sweden – once every three years </li></ul></ul></ul><ul><ul><ul><li>Chantilly, VA – once every three years </li></ul></ul></ul><ul><ul><ul><li>Davenport, IA – once every two years </li></ul></ul></ul>
    34. 34. Audits (cont’d) <ul><li>Audit Scope </li></ul><ul><ul><li>Based on key processes </li></ul></ul><ul><ul><ul><li>Change Control </li></ul></ul></ul><ul><ul><ul><li>Contract Review and Approval </li></ul></ul></ul><ul><ul><ul><li>Training </li></ul></ul></ul><ul><ul><ul><li>Monitoring </li></ul></ul></ul><ul><ul><li>Focuses on new projects, projects trending down, projects with change in management, and remaining areas based on random sampling </li></ul></ul><ul><li>Virtual Internal Audit Team </li></ul><ul><ul><li>Consists of Lead Assessor and certified internal auditors with different specialties </li></ul></ul><ul><ul><li>Certified Internal Audit Training Program </li></ul></ul><ul><ul><ul><li>Team selected based on defined set of criteria </li></ul></ul></ul><ul><ul><ul><li>Course content includes: </li></ul></ul></ul><ul><ul><ul><ul><li>Audit concepts </li></ul></ul></ul></ul><ul><ul><ul><ul><li>ISO Standards </li></ul></ul></ul></ul><ul><ul><ul><ul><li>TechTeam Quality Standards </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Internal Audit Process </li></ul></ul></ul></ul>
    35. 35. Audits (cont’d) <ul><li>Audit Reporting & Follow Up </li></ul><ul><ul><li>Strengths for recognition </li></ul></ul><ul><ul><li>Observations – areas auditor is concerned with, but cannot tie it to any specific requirement of the ISO, customer, or TechTeam standard </li></ul></ul><ul><ul><li>Non-conformance – finding against a ISO, TechTeam or client requirement </li></ul></ul><ul><ul><li>Corrective actions are created for any non-conformance and follow a formal problem solving process </li></ul></ul>
    36. 36. Corrective Action System <ul><li>Corrective Action System </li></ul><ul><ul><li>Purpose – global corrective action system in which opportunities for improvement are logged; goal is to prevent recurrence of problems </li></ul></ul><ul><ul><li>Managed and reported by Quality Assurance Manager </li></ul></ul><ul><ul><li>Corrective Action Procedure </li></ul></ul><ul><ul><ul><li>Problem Statement </li></ul></ul></ul><ul><ul><ul><li>Short Term Solution </li></ul></ul></ul><ul><ul><ul><li>Root Cause Analysis </li></ul></ul></ul><ul><ul><ul><li>Long Term Solution and internal controls </li></ul></ul></ul><ul><ul><ul><li>Approved by Requester and Internal Auditor </li></ul></ul></ul><ul><ul><ul><li>Congratulations recognition! </li></ul></ul></ul>
    37. 37. Document Control <ul><li>iDoc </li></ul><ul><ul><li>Purpose – global document control system which contains corporate and project specific processes and forms </li></ul></ul><ul><ul><li>Centrally controlled copies </li></ul></ul><ul><ul><li>Document Control Procedure Elements </li></ul></ul><ul><ul><ul><li>Contains Purpose, Scope, Responsibilities, Process </li></ul></ul></ul><ul><ul><ul><li>Associated Documents (links to related inputs, outputs, forms) </li></ul></ul></ul><ul><ul><ul><li>Approvals </li></ul></ul></ul><ul><ul><ul><li>Change History </li></ul></ul></ul><ul><ul><ul><li>Suggestion box </li></ul></ul></ul>
    38. 38. Client & User Satisfaction Survey <ul><ul><li>Client Satisfaction surveys conducted once per year. </li></ul></ul><ul><ul><li>User Satisfaction surveys conducted after a ticket is closed. </li></ul></ul><ul><ul><li>Captures satisfaction with people, process, training and tools. </li></ul></ul><ul><ul><li>Any dissatisfied comments are root caused and action plans are created. </li></ul></ul><ul><ul><li>Summary and analysis are reviewed in quarterly executive meeting. </li></ul></ul>
    39. 39. Achievements <ul><ul><li>ISO Certified for 13 years </li></ul></ul><ul><ul><li>Certified in 9 sites </li></ul></ul><ul><ul><ul><li>Southfield, MI </li></ul></ul></ul><ul><ul><ul><li>Dearborn, MI </li></ul></ul></ul><ul><ul><ul><li>Davenport, Iowa </li></ul></ul></ul><ul><ul><ul><li>UK </li></ul></ul></ul><ul><ul><ul><li>Koln, Germany </li></ul></ul></ul><ul><ul><ul><li>Gothenburg, Sweden </li></ul></ul></ul><ul><ul><ul><li>Brussels, Belgium </li></ul></ul></ul><ul><ul><ul><li>Bucharest, Romania </li></ul></ul></ul><ul><ul><ul><li>Chantilly, VA </li></ul></ul></ul>
    40. 40. Achievements <ul><ul><li>It Works! </li></ul></ul><ul><ul><ul><li>Greater efficiency and less waste </li></ul></ul></ul><ul><ul><ul><li>Consistent control of major business processes </li></ul></ul></ul><ul><ul><ul><li>Regulation of successful working practices </li></ul></ul></ul><ul><ul><ul><li>Increased customer satisfaction </li></ul></ul></ul><ul><ul><ul><li>Greater consistency in the service through better control </li></ul></ul></ul><ul><ul><ul><li>Differentiation of your business from its competitors </li></ul></ul></ul><ul><ul><ul><li>Increased profits </li></ul></ul></ul><ul><ul><li>Customer Sponsored Programs </li></ul></ul><ul><ul><ul><li>Deere – Achieving Excellence </li></ul></ul></ul><ul><ul><ul><li>Ford – Q1 </li></ul></ul></ul><ul><ul><li>Client Retention & Satisfaction </li></ul></ul>

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