The document discusses various quality management concepts including quality, quality assurance, calibration, transaction monitoring, Kano model, first call resolution, and the relationship between customer satisfaction and quality. It defines these terms, explains their importance and provides examples. Quality is freedom from defects while quality assurance ensures expected quality. Calibration improves monitoring consistency. Transaction monitoring evaluates performance at individual and program levels. The Kano model categorizes attributes by their effect on satisfaction. First call resolution addresses issues the first time. Quality is a factor in but not the sole determinant of customer satisfaction.

1. The 4th Assignment of Acting as a T.L
Quality Management (QM)

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.  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.  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. 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. 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.  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.  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. 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. 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. 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. 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. 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.  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. 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.  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.  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.  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.  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.  These attributes refer to aspects that are neither good
nor bad, and they do not result in either customer
satisfaction or customer dissatisfaction.

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.  The Kano Model of Customer satisfaction divides
product attributes into three categories: threshold,
performance, and excitement.

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.  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.  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. 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. 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. 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. 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. 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. 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. 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.  Any action or statement that is against
prevailing regulations, Rules, laws and
confidentiality of data
 Example: Disclosure of customer data

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.  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.  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