Quality Management


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  • Calibration requires considerable commitment to master and keep the process going. It may take hours of discussion and practice before your team can begin to score a transaction in a uniform way and once mastered.Every individual scores the same transactions and then scoring differences are identified.The reviewers then discuss the reasons for the differences and reach consensus.
  • It’s a sheet, evaluate the new comer one call per week , old agents one call per month
  • These classifications are useful for guiding design decisions in that they indicate when good is good enough, and when more is better
  • A competitive product meets basic attributes, maximizes performances attributes, and includes as many “excitement” attributes as possible at a cost the market can bear.
  • Example about Other Attributes :is a plate listing partnumbers can be found under the hood on many vehicles for use by repairpersons.Threshold: Increasing the performance of theseattributes provides diminishing returnsin terms of customer satisfaction,however the absence or poorperformance of these attributes results inextreme customer dissatisfaction. An example of a threshold attribute would bebrakes ona car.
  • All types of end-user transactions (eg. Calls, faxes, mail, web-based, email) are monitored
  • Quality Management

    1. 1. The 4th Assignment of Acting as a T.L Quality Management (QM)
    2. 2.  What is meant by Quality?  What is meant by Quality assurance?  What are the benefits of Quality assurance programs?  What is meant by Calibration?  What is transaction monitoring ?  What does COPC say about transaction monitoring regarding the following A. individual level. B. program level. C. entity level. D. Quality benchmarks.  Describe a transaction monitoring sheet.  What is Kano Model?  Differentiate between satisfiers and non-satisfiers.  What is FCR and how can we implement it in our environment?  Describe business, customer critical and non-critical errors and compliance error with examples.  What is the relation of Customer satisfaction and Quality.
    3. 3.  Quality is a measure of excellence or a state of being free from defects, deficiencies and significant variations. It is brought about by strict and consistent commitment to certain standards that achieve uniformity of a Information in order to satisfy specific customer or user requirements.
    4. 4.  Assurance of quality encompasses a series of planned steps necessary to provide businesses with confirmation of expected quality from their products or services.  Today, most top-notch companies employ the services of quality guarantee professionals to ensure that their company continues to maintain high standards for all their products and services.
    5. 5. 1. Clearly define top management's permanent commitment to ever improving quality and productivity. 2. Improve agent productivity, by reducing the average handle time of transactions . 3. Defining and documenting a quality policy and quality objectives and ensuring that both the policy and objectives are understood and implemented by all employees at all levels. 4. Ensuring that appropriate processes are implemented to fully satisfy customer needs and expectations and Company objectives. 5. Defining and documenting the responsibility, authority and interrelation of key personnel managing the quality systems. 6. Providing adequate resources for implementing and maintaining the quality systems. 7. Conducting scheduled management reviews of the quality systems to assess their continued suitability, adequacy, effectiveness and efficiency. 8. Deciding on actions for continual quality improvement.
    6. 6. Calibration is a process where all QA reviewers discuss how to score various types of transactions and it’s a way to uniformly rate agent performance. It improves monitoring.
    7. 7.  Helps develop effective QA evaluation forms.  Helps maintain an open dialogue between the QA team and management.  Helps protect evaluators against being accused of favoritism.  Teaches QA reviewers how to apply evaluation criteria and perform QA evaluations on a consistent basis.  Improves the consistency among everyone who monitors.  Keeps staff updated about changes to the program, scoring criteria and the evaluation form, as the program evolves.  Enhances agent perception of the program’s credibility and fairness.  Fosters collaboration and camaraderie among QA reviewers  Keeps supervisors well versed in how agents are being evaluated and facilitates more effective coaching
    8. 8.  An approach for monitoring transactions that is designed to meet customer service representative, client and end user requirements and targets. This approach must focus on two levels: 1. At the process level to identify and correct program- level issues that cut across multiple CSSs. 2. At the CSS level to assess and improve the performance of individual CSSs.
    9. 9. The act of monitoring telephone and screen activities to ensure they are being handled in a desired fashion. Quality monitoring may be accomplished via active, side- by-side monitoring, or by remote, silent monitoring, and it’s importance:  Deliver excellent CSAT results  Ensure the guidelines provided by the client is adhered to  Provide insights to the vendor on how we can work more efficiently (reduce cycle time, cost of operations)  Provide feedback to the Training department helping them continually improve the training content. 5. Plan for Remedial Trainings  Provide feedback to the Management/HR on motivation level of the agents  Provide feedback to the Clients on how they can improve their product/services, adding value to the client's business and
    10. 10. The CSP must analyze monitoring results and take action at the individual CSR level. i. Each CSR must be  monitored on an on-going basis at least monthly  monitored at least once per week for at least their first month on the job (for New CSRs) ii. There must be  a clear performance threshold, e.g. pass/fail, which must at a minimum, be based on the CSRs critical error accuracy score. A CSR cannot pass monitoring if they fail critical error accuracy.  a plan for communicating the findings of all transactions monitored to staff, including both negative and positive feedback. The plan must specify the time frame and the format for delivering this feedback.
    11. 11. iii. CSRs who  pass transaction monitoring must receive the results of all their.  fail a transaction monitoring must be i) individually (one-on- one) coached on all transactions that do not meet target. ii) Monitored more frequently in order to determine if the failure is an isolated case or symptomatic of poor performance.  repeated fail transaction monitoring, corrective actions must be implemented. The CSPs approach for corrective action must provide for removing CSRs who repeatedly perform critical errors from handling end-user transactions until effective corrective action is taken.
    12. 12. CSP must analyse the monitoring results and take action at the program level: i. Establish monitoring frequency based on an understanding of the statistical implication of it’s sample size. ii. Identify program level issues impacting performance. iii. Take action at the program level issues.
    13. 13. The company, organization or service operation applying, or seeking certification to the COPC CSP standard.  An entity:  may service more than one client.  may be comprised of more than one customer contact center (CCC) or customer service site.  Program: Support provided for a specific product or service for a specific client.  Defined based primarily on the client’s and the CSP’s organization structures.  The more distinct the organization structure, the more likely there will be multiple programs.
    14. 14.  End-User Critical Error:  Target: 98% -(when measuring satisfiers only).  Target: 95% -(when measuring satisfiers and dis- satisfiers).  Business Critical Error:  Target: 90%  Non-Critical Error:  There’s no benchmark for it.  Compliance Error:  Target: 99.5%
    15. 15. Transaction monitoring sheet includes:  four elements that agent is evaluated on the basis 1. End-user Critical 2. Compliance Critical 3. Business Critical 4. Non-critical  Agent, T.L, supervisor, person name who listen to the call  Customer data (name, phone no, order no)  Call (type, date, time, recorded, side by side, live)  Product type.  FCR  Reference, casual factors.
    16. 16.  The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano which classifies customer preferences into five categories.  Based on how they are perceived by customers and their effect on customer satisfaction.  Categories: 1. Attractive Quality. 2. One-dimensional Quality. 3. Must-be Quality. 4. Indifferent Quality. 5. Reverse Quality.
    17. 17.  These attributes provide satisfaction when achieved fully, but do not cause dissatisfaction when not fulfilled. These are attributes that are not normally expected.  Example: a thermometer on a package of milk showing the temperature of the milk. Since these types of attributes of quality unexpectedly delight customers, they are often unspoken.
    18. 18.  These attributes result in satisfaction when fulfilled and dissatisfaction when not fulfilled. These are attributes that are spoken of and ones which companies compete for.  Example: a milk package that is said to have ten percent more milk for the same price will result in customer satisfaction, but if it only contains six percent then the customer will feel misled and it will lead to dissatisfaction.
    19. 19.  These attributes are taken for granted when fulfilled but result in dissatisfaction when not fulfilled.  Example: package of milk that leaks. Customers are dissatisfied when the package leaks, but when it does not leak the result is not increased customer satisfaction.
    20. 20.  These attributes refer to aspects that are neither good nor bad, and they do not result in either customer satisfaction or customer dissatisfaction.
    21. 21.  These attributes refer to a high degree of achievement resulting in dissatisfaction and to the fact that not all customers are alike.  Example: some customers prefer high-tech products, while others prefer the basic model of a product and will be dissatisfied if a product has too many extra features like mobiles.
    22. 22.  The Kano Model of Customer satisfaction divides product attributes into three categories: threshold, performance, and excitement.
    23. 23. 1. Performance Attributes Performance attributes are those for which more is generally better, and will improve cust satisfaction. Conversely, an absent or weak performance attribute reduces cust satisfaction 2. Excitement Attributes Excitement attributes are unspoken and unexpected by customers but can result in high levels of customer satisfaction, however their absence does not lead to dissatisfaction 3. Other Attributes These attributes are often of little or no consequence to the customer, and do not factor into consumer decisions. 4. Threshold Attributes Threshold (or basic) attributes are the expected attributes or “musts” of a product, and do not provide an opportunity for product differentiation
    24. 24.  Identify the Voice of the Customer  Translate Voice of the Customer into Critical to Quality Characteristics (CTQs)  Rank the CTQs into three categories:  Dissatisfied - Must be’s – Cost of Entry  Satisfier – More is better – Competitive  Delighter – Latent Need – Differentiator  Evaluate Current Performance
    25. 25.  Friendly  Empathy  Good communication  Explained the process  Professionalism  Resolve the issue  Accuracy  expertise of staff  Speed of answer  Friendless  Lack of empathy  Bad behavior  Inconsistency  Unfamiliarity with all the information  Broken Promises  The problem is not resolved. Satisfiers Non-satisfiers
    26. 26. First call resolution (FCR) is properly addressing the customer's need the first time they call, thereby eliminating the need for the customer to follow up with a second call. First call resolution is the desire of every call center manager.
    27. 27. 1. Analysis the repeated calls. 2. Identify the reason like (wrong information, agent tools) 3. Find the root cause, then talk with the agents. The answer may be obvious at this point. 4. Solve the issue that could cause the problem. (Develop the applications, Could be training, could be customer knowledge, could be system problem). 5. Follow every day percentage of repeated calls then analysis the reason again of it (that cause of something, we can develop of fix).
    28. 28. Anything from the customer perspective that causes the transaction to be defective, such as: 1. Behavior  Example: Speak in an aggressive manner with the customer. 2. Guide and give complete and correct information to customers  Example: give the customer wrong information 3. Data entry system with clear and accurate information
    29. 29. Anything from the business perspective that causes the transaction to be defective, such as: 1. The agent didn’t lead the call so he didn’t control the time of it  Example: Prolongation of the call. 2. Lack of commitment with the requirement script or texts in the call.  Example: Explain a banded info to the customer or Say a technical info. Not sure of it. 3. Negotiate with customers about company policies or service.  Example: Negotiate with the client about the company's procedures 4. Mention the name of the company wrong in opening or Conclusion.  Example: Mentioned model of another brand
    30. 30. 1. Professionalism  Example: agent did not welcome the customer. 2. Avoid taking things personally and understand the customer’s angry  Example: agent did not allow the client to express his problem. 3. Effective listening  Example: ask the customer about information which already explained before. 4. Review data  Example: : agent did not review the address of the customer. 5. Controls the call well  Example: agent is hesitant and is confident of his
    31. 31. 6. Voice tone  Example: Agent’s voice tone is monotone. 7. Expressions and terminology  Example: Clarify the names of the programs which are used. 8. Follow the right way of hold, transfer and avoid silence  Example: agent didn’t ask permission to put the cust. on hold. 9. Interaction with the customer  Example: agent didn’t apologize for the cust. 10. Showing a positive image of the company  Example: Inappropriate negotiate and useless with the cust.
    32. 32. 11. Identify customer needs by using questions help and reform through Telephone  Example: agent didn’t say the troubleshooting. 12. Opening and closing  Example: Opening incomplete. 13. Ask for additional help  Example: agent didn’t ask for extra help. 14. Customer data (Tel - area)  Example: agent didn’t ask for land number
    33. 33.  Any action or statement that is against prevailing regulations, Rules, laws and confidentiality of data  Example: Disclosure of customer data
    34. 34.  The results have indicated that the two constructs are indeed independent but are closely related, implying that an increase in one is likely to lead to an increase in another.  Example: if there’s a high quality product but it’s price so high so may be this would be a reason of customer dissatisfaction.  We can say that quality is one of the factors causing of customer satisfaction but not the only one.
    35. 35.  http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3088954/  http://www.qualityregister.co.uk/what-is-quality-assurance.html  http://www.totalqualityassuranceservices.com/what-is-quality- assurance-goals-functions-benefits/  http://www.qualitycoach.net/land/toc/0873897048.pdf  http://www.howto.gov/contact-centers/management/call-calibration  http://www.responsedesign.com/store/10030.pdf  http://myragolden.wordpress.com/tag/quality-monitoring-calibration/  http://callcenterexcellence.blogspot.com/2010/11/transaction- monitoring-key-to-success.html  http://www.responsedesign.com/store/10030.pdf  http://www.globalresponse.com/resource-center/the-call-center- glossary/#q
    36. 36.  COPC material version 1.0  http://en.wikipedia.org/wiki/Kano_model  http://people.ucalgary.ca/~design/engg251/First%20Year%20Files/k ano.pdf  http://searchcrm.techtarget.com/answer/What-is-first-call-resolution  http://www.parallaxtechnologies.com/docs/whitepapers/i3/FCR/Impr oving%20FCR%20v909w.pdf  http://www.emeraldinsight.com/journals.htm/journals.htm?articleid= 855944&show=html&WT.mc_id=alsoread  http://callcenterexcellence.blogspot.com/2010/11/transaction- monitoring-key-to-success.html