Transcript Snímek 1

Using technology to make
your QM processes faster,
cheaper and more profitable.
2014
HOW MUCH DOES IT COST TO
RUN A QM PROCESS?
Defect rate in a contact center is 4%
Calls selected by random sample
An evaluator can check 50 calls a day
She works 8 hours a day
It takes her 9 minutes to evaluate one call (Call length 5 mins, 4 mins to fill in form)
2 / 50 calls a day will be defective
She spends 461 minutes a day listening to calls without defects.
A quality specialist costs contact center CZK 35 000 a month to employ =
CZK 1 590 a day
She finds 2 defective calls a day so………
It costs CZK 795 to find one defective call.
HOW “COLLAPSING EVALUATION FORMS”
CAN SPEED UP YOUR PROCESSES
“NORMAL” QM PROCESSES
Evaluation forms have 20+ questions
Most agents (95% of calls) get perfect or near perfect
scores
Our evaluator has to think about 20+ questions…….
EVERY TIME!
WHY?
“2 SPEED” SOLUTION
Evaluate all calls with a simple form with 3 question groups
The 1st question for each group is a general question
Script adherence OK? Yes / No
Product knowledge OK? Yes / No
Agent behavior OK? Yes / No
Only answer detailed questions if there is a problem
For 95% of calls – answer 3 questions instead of 20+
THE NUMBERS…..
An evaluator can check 50 calls a day
She works 8 hours a day
2 calls are defective, they need 9 minutes each to evaluate them
48 calls are OK, they need 5 minutes each to evaluate them
(2 x 9 minutes) + (48 x 5 minutes) = 258 minutes = 4 hours & 18 minutes
She now spends 461 240 minutes a day listening to calls without defects.
She has an extra 211 minutes to follow up on the defective calls with the
“long” form, give agents feedback and maybe evaluate another 30 to 40 calls
a day
SELECTING CALLS WITH SPEECH ANALYTICS
SPEECH RECOGNITION – SOME BASIC FACTS
All calls are checked by the system as they are recorded
The absence or presence of key phrases is checked
Key phrases may relate to:
Business issues such as AHT, FCR, Service Level etc.
Names of competitors, recurring issues etc.
Min 5 syllables, recommended max 15 syllables
The quality analyst checks calls which have been pre selected
We know that there is something wrong with these calls
SELECTING CALLS WITH A POST CALL IVR SURVEY
POST CALL IVR SURVEY
Customers invited to complete survey on IVR after call
Customers use keypad to answer questions
Questions generate scores
Lowest scoring calls get investigated
SELECTING CALLS WITH EXTERNAL DATA
CRM / ACD data attached to the call recording
Routing to agent
Data entered by agent
Wrap up codes
Can be used as search criteria to select “troublesome”
calls for further investigation.
USE Q.M. WITH LEAN SIX SIGMA TO
CUT COSTS AND MAKE MONEY!
ONE-SLIDE SUMMARY
ICON Communication Centres – 1st outsourced call center in Prague
Client – operates car parks in UK, US & Australia – ICON contracted to
operate a “parking by phone” service
Situation: All KPIs being met except one – Service Level (SL)
Target: 93% of high priority calls answered within 20 seconds
Actual performance: 85% to 90%
Business case: Client imposes financial penalties for failure to meet SL
target. ROI = financial penalties not incurred
Results: (1/12/2013 to 12/12/2013) Average SL = 96.01%
WHAT IS LEAN SIX SIGMA?
“A set of techniques to make processes faster, cheaper and produce more
predictable outcomes.”
D = Define
M = Measure
A = Analyze
I = Improve
C = Control
DEFINE - VOICE OF THE CUSTOMER & CTQ
Full scale VOC exercise not necessary – corporate client
wanted SL performance to meet target
SL product of call length, # agents & call volume
Call length only variable in scope, CTQ determined
“Every call (inc IVR & ACW) must be no longer than
1min 6 seconds.”
Supplier
Input
Process
Output
Customer
Customer
Inbound call
Service to pay
for parking /
answer
question
Customer
Customer
Caller ID
Text messages
requested by
customer
Corporate
client
Corporate
client
Script
Parking fees
Corporate
client
Corporate
client
Computer
workflow
Fee per
registration call
ICON
Agents
Time spent
on phone
1. Customer calls in – ACD
routes customer to queue
2. Customer gives cc details
3. Customer connected to
agent
4. Agent gets VRN from
customer – inputs it
5. Agent confirms VRN
6. Agent offers text
message services
7. Agent confirms services
set up
8. Agent transfers customer
to IVR
9. Agent logs out
Enquiry calls
paid for by
minute
ICON
MEASURE – SUSPECTED ROOT CAUSES
Wrap up times too long:
New recruits lack dexterity with applications
Existing agents lack / refuse to acquire dexterity with applications
Customer doesn’t understand process
Customer doesn’t understand English
Customer unwilling to co-operate with agent
Customers’ number not stored
E-mails written in middle of calls
MEASURE - DATA COLLECTION METHODS
Call monitoring
Listen to calls to see if root causes appeared in calls
196 calls checked
Inspect call length reports (All calls in period)
Reports checked to identify agents with call length issues
Sample period – 2nd to 7th November 2013
ANALYZE
Number of
times root
cause
appears vs
length of
calls they
appear in
IMPROVEMENT PLAN
Immediate implementation
Internet use by agents banned during working hours
All e-mails to be sent in off-peak hours
All e-mails to be written using templates
All agents to use 1 of 4 approved log off processes only to reduce wrap up time
Subsequent implementation
Appraisal process to be introduced including call quality (& length of call and wrap up)
Financial penalties to be imposed (removal of bonus) on agents failing to meet certain KPIs
including maximum log off / wrap up times.
CONTROL
Check CTQ
and
validated
root causes
again.
Expected
behavior –
CTQ
changes &
root causes
change with
it
ZQM AND LEAN SIX SIGMA – HOW THE 2 FIT TOGETHER
CallREC
ScreenREC
ScoreCARD
SpeechREC
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Analyze
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Improve
Control
E-Learn
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Define
Measure
VOC
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www.zoomint.com
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