quality training

�Quality Management System Training

ECCO Contact Center

Introduction

Name Position Experiences Main Duties and responsibilities

Expectations

Course Overview

Agenda Review

Quality Definition

What is Quality ?

What Do you Think

So Many Definitions ?

Matching with Product Usability -------- Goran Total Product or service specifications which

make this product or service cover the requirements ----------- ISO

Looking for Customer’s current and future needs ------------ Deming

Covering the requirements --------- Crosby

COPC

COPC defines Quality as :

doing things accurately at the first attempt (e.g., giving the correct answer to an inquiry, inputting an order correctly, and shipping the correct product to the correct address).

Why Quality is Important in the Contact Center ?

What Do you Think ?

Why Quality is Important in the Contact Center ? “Cont’d”

Customer Satisfaction Customer Experience Competition Production Increasing Profit Decreasing Costs Staff Improvement

What Is a Quality Contact?

Customer is satisfied All data entry is correct Contact is necessary in the first place Agent provides correct response Customer receives correct information Agents captures all needed/useful information Customer doesn’t get rushed Customer has confidence contact was effective

Continued…..

What Is a Quality Contact? “Cont’d”

Call center’s mission is accomplished Unsolicited marketplace feedback is detected and

documented Customer doesn’t feel it necessary to check-up, verify

or repeat People “down the line” can correctly interpret the order Agents has “Pride in Workmanship” Customer does not get a busy signal when using

telephone or “no response” from Web site. Customer is not placed in queue for too long

Quality Principles

Main Principles of Quality

Customer Driven Organization Leadership Involvement of People Process Approach System Approach to Management Continual Improvement Factual Approach to Decision Making Mutually Beneficial Supplier Relationships

Internal Supplier

External Supplier

Company

Customer

Clients

Internal Customer

External Customer

(End user)

What do you read from this Chart

Constrains when implementing Quality

Management do not commit Missing right planning for future Waiting for problems to be happened first

then to fix it instead of preventing the causes Change resistance Staff weak involvement Wrong measurements tools Wrong targets

Costs When Quality Is Lacking

Escalation of contacts and complaints to higher management (Effect: wasted time = Wasted Money).

Repeat contact from customers (Effect: Customer satisfaction impact & Cost of re-work or repeated transactions)

Cancellations (Effect: Top line loss in revenue, skewed inventory status…etc.)

Negative publicity from angry customers (Effect: Reputation Damage)

International Standards

ISO 9001:2000

COPC 4.0

Is it important ? Why

What Do you think ?

What is ISO 9001:2000 ?

ISO 9001:2000 is the most commonly used International Standard that provides a framework for an effective Quality Management System. This International Standard specifies requirements for a quality management system where a company needs to demonstrate its ability to consistently provide product that meets customer requirements and satisfaction needs.

ISO 9001 Requirements

Identify your Key Processes:

• The processes that affect product or service quality.

• These processes are included in the QMS.

• This includes most of the processes in your organization.

Use "Process Management Approach":

• A process management approach is managing your organization as a system of interlinked processes.

• The output of one process is the input for the next process.

ISO 9001:2000 Standard Framework

Quality Management system

Management Responsibilities

Resource Management

Product Realization

5 Measurement, Analysis and Improvement

Typical Certification Process

1- Initial visit 2- Documentation review 3- Certification audit 4- Periodic audits

Each issued certificate has a three-year life period. Upon certification, a periodic audit is scheduled for regular audits over the three-year period. At least one periodic audit per year is required.

5- Re-certification audit After the three years are up, your certification will be extended through a re-certification audit.

Improving Service, Quality, Revenue, Customer Satisfaction, and Profitability, and decreasing Cost

Service is the speed in which things are done from the customer’s perspective.

Example for service : service levels (SLA & Abandon Rate)

Quality is doing things accurately at the first attempt Example for Quality : Fetal Error and Non fetal error

accuracy Cost typically focuses on efficiency and the cost per

unit incurred by the CSP to provide a product or service.

Example for Cost : (AHT, Utilization, Cost per transaction)

Satisfaction : (Client Sat & Customer Sat)

1.0 Leadership and Planning

1.1 Statement of Direction 1.2 Management System

Review 1.G.A Planning and

Reviewing Business Performance

Driver Goal

Enablers

2.0 Processes

2.1 Implementing New Products, Services, Programs, Clients, and Requirements

2.2 Process Control 2.3 Problem Solving Process 2.4 Transaction Monitoring 2.5 Forecasting, Staffing and

Scheduling 2.6 CUIKA 2.7 End-User Privacy 2.G.A Managing Transactions at

the Interval Level 2.G.B Managing Key Suppliers 2.G.C Process Audits 2.G.D Data Security 2.G.E Contingency Planning 2.G.F Data and Information

Availability and Update

3.1 Defining Jobs, Recruiting and Hiring

3.2 Training and Development 3.3 Verifying Skills and

Knowledge 3.4 Staff Performance

Management 3.G.A Managing Staff Feedback

3.0 People

4.1 Client Satisfaction and

Dissatisfaction 4.2 End-User Satisfaction

and Dissatisfaction 4.3 Service and Revenue

Performance 4.4 Quality Performance 4.5 Process-Level

Efficiency 4.6 Staff Attrition and

Absenteeism 4.7 Achieving Results 4.G.A Asset Efficiency 4.G.B Cost of Poor Quality

(COPQ)

4.0 Performance

Note

The Items marked in yellow are the Gold standard

Process Approach

I O

Process Definition

Process Definition lists what happens between the start and end points. It includes all the activities performed by each department, group, or person who are involved in the process. Activities are the major "works" that transform an input into an output. A process rarely has more than six major activities.

For example, a simple sales process might include, Introduce Services, Identify Customer Needs, Suggest Solutions, Articulate Benefits, Negotiate a Proposal, and Close the Sale.

Process Definition “Cont’d”

Many processes do not stay in one department, but may span across several departments. For example, a new candidate gets selected by the Recruiting Department, is interviewed by contact center operation team, and is then hired by Human Resources.

NB: the following Flow chart shows how the process can span across several Depts.

Process A

Stage 1 Stage 2 Stage 3 Stage 4

De

pt

4D

ep

t 3

De

pt 1

De

pt

2

Steps to have a process Approach

Identify all the KCRPs (key customer related Processes)

Identify all the KSPs (Key support Processes) Identify all the processes that will be done by

external part, in this case it is only required to identify the measures and controls by which we can control these processes

Update these processes with any new process Document all the above processes

Steps to have a process Approach “Cont’d”

Identify all process elements Keep all documented processes under

control Measurements Process Audit Corrective Actions Analyze Process Results Process Improvement

Process Elements

I O

Process Elements

Document Control Section: it contains

1. The process issue date

2. Document Status

3. Process Owner

4. Process Manager

5. Distribution list

6. Coding System

Process Elements “Cont’d”

Change History : it contains

1. Process Issue number

2. Process Issue Date

3. Change Description


Process Objectives and goals :

In this section the process objective should be clearly identified and documented in order to clarify it to all users and in order to be easy measured.


Scope : it contains

1. What is the first step?

2. What is the last step

3. What is the previous process

4. What is the next step


Responsibilities : it contains

1. Roles

2. Responsibilities

3. Dead lines if any

4. Reporting


Outputs : it contains

1. What are the process outputs?

2. Who are the customers?

3. Way of delivery ?


Inputs : it contains

1. What are the process Inputs?

2. Who are the suppliers?

3. Way of receipt ?


Trigger :

In this section the step that officially initiate the process should be identified.


Steps :

General Steps of the process from the high level


Work instructions :

Detailed steps of the process, all details and small steps should be written in this section

Ex: Call Scenarios, Attachments, Dead lines, SLAs, responsibilities, ……….

This section should be documented in a very easy way as a flow in order to enable the doer to understand it and implement it easily


Constrains :

In this section all constrains that happening or may happen before or during or after the process should be clearly identified.


Measurements and Process Parameters:

In this section all Process Measurements and Parameters should be identified.

Ex: SLAs, Metrics……..


Flow chart:

In section Process Flow should be Mapped on three levels :

1. Overview

2. Chain Diagram

3. Detailed Process Flow


Doers Skills:

In this section, all process doers’ skills should be clearly identified or we can refer back to the HR job description.

Home work

Using the Above Process elements, kindly design a process for making a cup of tea.

Day one Review

�How to Design a Process

I O

Designing a Process

Information Gathering Collecting all Stake Holders Requirements

which will have an effect on the process Document these requirements Verify it From the client if needed Products and service training Have the full picture now ?

Designing a Process “Cont’d” Create the Process Document In case of call center process ,Design the call Scenarios (Work

instructions) Design the work flow Create Application Requirements if needed Approve the process document and work flow and call scenarios

from the process owner and adjust any feedbacks Create the Monitoring Criteria according to the process and call

scenarios, and identify the fatal and non fatal errors Communicate the process Training on the process In case of a new account, all agents should be certified before

they login

Call scenarios

What do you think a call scenario looks like

Call Scenarios Elements

1- Step Description : Depends on logic and analysis, should be detailed, easy to understand, not scripted, may refer to another document or another scenarios

or another process…., Consider all possible “if” conditions, should include all actions on system in details. Should have a flow

Call Scenarios Elements “ Cont’d”

Reference Number :

The serial number of the each attribute in the monitoring sheet. In order to enable the scenarios users to know which step reflect in which attribute in the monitoring sheet.

Call Scenarios Elements “ Cont’d”

Error Type :

Type of error should be identified as Fetal or non Fetal error, so each step should identified as fetal or non fetal, so in case the agent did not do a certain step he will know which type of errors he did.

Call Scenario Group Exercise

Choose one of your current accounts and in two groups create a call scenario for a certain type of calls.

Duration : 20 min

Work Flows

I O

Work Flow

is a picture of the separate steps of a process in sequential order.

MS Visio is the most famous tool for flow chart drawing.

Work Flow “Cont’d”

Elements that may be included are: sequence of actions, materials or services entering or leaving the process (inputs and outputs), decisions that must be made, people who become involved, time involved at each step and/or process measurements.

The process described can be anything: a manufacturing process, an administrative or service process, a project plan. This is a generic tool that can be adapted for a wide variety of purposes.

Work Flow “Cont’d”

When To use it: To develop understanding of how a process is done. To study a process for improvement. To communicate to others how a process is done. When better communication is needed between

people involved with the same process. To document a process. When planning a project.

Work Flow “Cont’d”Commonly Used Symbols in Detailed Flowcharts

One step in the process; the step is written inside the box.

Direction of flow from one step or decision to another.

Decision based on a question. The question is written in the diamond. More than one arrow goes out of the diamond, each one showing the direction the process takes for a given answer to the question. (Often the answers are “ yes” and “ no.”)

Link to another page or another flowchart. The same symbol on the other page indicates that the flow continues there.

Input or output

Document

Alternate symbols for start and end points

Work Flow Types

Overview Detailed Work flow Chain Diagram

Overview work flow

High-Level Flowchart for an Order-Filling Process

Detailed Work FlowProcess A

Stage 1 Stage 2 Stage 3 Stage 4

Dep

t 4D

ept 3

Dep

t 1D

ept 2

Chain Diagram

Process XPrevious Process Next

Process

Work Flow Exercise

Using the flow chart symbols, kindly draw the detailed work flow for the scenario you have already created in the previous exercise.

Duration 20 min

Process measurements identification

Process measurements identification

COPC Exhibit “A” study

Process Implementation

Communicating the process

To Whom? How ? Managing Updates Information Availability Process

Process Results Analysis

Final Inspection on Dinner Plate Fab

0

10

20

30

40

50

Chip Scratch Broken Discolor Warp PatternGroup

# O

bser

vatio

ns

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

Per

cent

Quality Report

Analysis on the Errors level Analysis on the Agent level Analysis on the supervisor level By Categories By Quarter By Month By shift

Process Audit

Process Audit

For certified ISO 9001 companies and audit every 6 month should be conducted

For any new account, an audit after one month of the operation should be conducted according to the COPC standard.

The findings of the audit should be reported to the process owner for corrective actions.

QA is responsible to make sure all the finings are corrected.

Process Control

Process Control

Monitoring Audits Document Control Approvals (Client & Owner) Immediate Action required in case of Fetal

error Controls over the process from the account

level.

Home work Exercise

Choose one of your current accounts and create a call scenario for a certain type of calls. Then draw an overview work flow and detailed work flow and chain diagram for this process.

Day Two Review

Monitoring

Coach do not Catch

What is Monitoring ?

The process of observing any contact that takes place between the customer and the contact centre to ensure that :

The correct solution is provided The customer’s issue is resolved The customer is dealt with in a manner that is

acceptable to the client and your company

What is Monitoring ? “Cont’d” Contacts are observed based on samplingNot all contacts will be observed but it is assumed the ones that are

represent the common approach Contact are observed factuallyThe process is designed to see what is going on, NOT to document

what should be going on Contacts are observed objectivelyAlthough a team leader will observe and base the judgment on their

own opinion there should be a clear set of rules to enforce objectivity wherever possible

Contacts are observed fullyAll aspects of the contact will be observed. E.g. for calls you would

listen to the call, but also watch the interaction with the systems, and the interaction with other people on the floor

Why Monitoring ?

7 Core reasons for monitoring contacts

Why Monitoring ? “Cont’d”

What does the customer want? Are we doing it?


Is something happening on the lines we don’t know about?


Is that new process working? Are they following the current one?


Is the new hire training covering what it needs to?


Do they need your help with something?


Has someone developed a really good approach?


Why are they are taking so long on calls?

How to Approach Monitoring ?

1. Monitoring Process

2. Form

3. The result Analysis

1- Monitoring Process

Monitoring Process

Sampling & Scheduling

Calibration

MonitoringManaging

feedbacks

Reporting Results

1- Sampling and scheduling

How to calculate sample size ? How to schedule ?

2- Calibration

Monitoring team Calibration (Overall, Attributes)

Team Leaders Calibration (Overall, Attributes)

Calibration with Client and end user sat. and dissat.

3- Monitoring

Remote Monitoring Side by side Monitoring Team Leaders Coaching Scoring results

4- Managing Feedbacks

Way of communications Way of response Investigation Score adjusting Response Coaching

5- Reporting Results

Quality Report Calibration Report Immediate action report

2- Monitoring Form

Identifying the Attributes Error Type Identification (Fetal & Non Fetal) Scores

3- Results Analysis

Analysis on the Errors level Analysis on the Agent level Analysis on the supervisor level By Categories By Quarter By Month By shift

Exercise

According to the given Attributes sheet, in groups please identify the attribute Type (Fetal or non Fetal).

New Hires Certifications

Certification Process Reporting Analysis

VOC

Voice Of Customer

VOC

End User Satisfaction End user dissatisfaction End user Suggestions End user Complaints Management Client Satisfaction Client dissatisfaction Client Suggestions Client complaint Management Analysis

Tools

Complaint Log sheet CRM Surveys

Thanks So much for the Hospitality and for your time

quality training

Documents

overview work flow

detailed work flow

errors level analysis

agent level analysis

process management approach

work flow

supervisor level

process approach