1. Improving Service to Customers: One ABs Journey Hershal C. Brewer, CCT NCSLI July 30, 2009

2. What we will hopefully learn  Both Accrediting Bodies (ABs) and laboratories need to service their customers  This presentation includes some ideas that a laboratory or an AB can use to improve service  Some specific tools that can be used are outlined  Some concepts are presented in a general sense  This is presented based on the journey towards better customer service  Some changes are already implemented  Some changes are still in development  Some changes are future projections June 11, 20162Copyright 2009

3. June 11, 20163Copyright 2009 Customer Service  A working definition:  Provide a service and/or product to the customer for a fair price in a reasonable time  Maintain a professional and cordial approach  Constantly strive to improve  Realize customers may be either internal or external  Customer service has many perspectives  Expectations which may be formally defined and documented  Expectations may be assumed  Opinions regarding actual delivery  Definition of who the customer is, internal and external

4. Perception  Accrediting bodies (ABs) are often seen as “police”  Arrive to enforce the rules  Serve the needs of the international community more than the individual laboratory  Poor customer service  Long time to achieve accreditation  High cost  Nitpicking  Ride in, write corrective actions, then leave the laboratory holding the bag June 11, 20164Copyright 2009

5. Fairness  There is some truth to the perception but some fairness is in order  Each AB must assess according to the applicable Standard  For laboratories that is ISO/IEC 17025:2005  The Standard has rules in it  International recognition is a necessity for many customers of the AB and the international recognition has additional rules  The AB must also have rules regarding how it applies its policies and other requirements  The AB must also charge in order to stay in business as any other business does  Still, the AB should strive for improvements in customer service June 11, 20165Copyright 2009

6. Expectations and delivery  Expectations  Formal  Defined in contracts, policies, and similar documents  Available to the customer  Customer agrees to these during application process  Informal  May be realistic or unrealistic expectations for a number of issues  Cycle time from application to accreditation  Knowledge and responsiveness of Staff and Assessors  Opinions regarding delivery may be based on the formal, but often include the informal  Rightly or wrongly, the informal will often define the customer’s satisfaction! June 11, 20166Copyright 2009

7. The Customer  Customers may be internal or external  External customers are obvious  Organizations seeking accreditation  MRA organizations and other signatory ABs  Regulators and specifiers, or similar  Internal customers may be less obvious but are also important  Management depends on input  Administrative Staff rely on proper information so they can be effective  Assessors rely on Management and Administrative Staff for their timely support  Assessors also rely on the external customers to provide necessary information June 11, 20167Copyright 2009

8. Assessment model  The assessment model has at once limitations and benefits, which translate into customer service  All-Staff model  Advantages  Greater control of assessment process  Control over schedule  Consistent interpretation  Customer has a name at the AB in case of questions or issues  Disadvantages  Inherent productivity and growth limitations  Cost issues with larger Staff necessary to handle growth June 11, 20168Copyright 2009

9. Assessment model  All contract model  Advantages  Lower overhead to the AB  Assessors are paid specific amounts for the work, based on a payment schedule  Greater flexibility in programs  Simply get contractors in that field  Disadvantages  Less control over assessor schedules  Consistent representation by assessors, especially if assessors work for more than one AB  Increasing assessors to compensate for schedule issues may result in less work for each assessor June 11, 20169Copyright 2009

10. Assessment model  Hybrid model (Staff and Contract)  Advantages  Closer contact between customers and the AB than the all contract model  Greater schedule control than all contract model  Staff can also conduct assessments, even short notice  Ability to service more customers and at a lower overall cost than the all Staff model  Disadvantages  Staff oversight is necessary resulting in growth limitations  Costs are higher than the all contract model June 11, 201610Copyright 2009

11. Learning the lesson  Know your own service model  Your model to service your customers will have advantages and disadvantages  The comparison may be similar as that for the ABs  Know your customers and what they need and seek  ISO/IEC 17025:2005 Clause 4.7.2 requires the laboratory to  Seek both positive and negative feedback  Evaluate that feedback in order to improve  Find out what your customers want for better customer service  Their needs may vary from one to another June 11, 201611Copyright 2009

12. Learning the lesson  Once you know what your customers seek you may find that you have to change your service model to take care of your customers  How to change your service model  Identify the approach that will provide the best service to the customer, and the least financial impact to the laboratory  The most common approach is a Cost – Benefit Analysis  Another approach that should be included is known as a SWOT Analysis  Strength-Weakness-Opportunity-Threat  Consider primarily current business  Include reasonable projections of new business as appropriate  The next two slides illustrate these approaches as examples June 11, 201612Copyright 2009

13. Cost – Benefit Analysis  This compares known costs to projected benefits  For example: a laboratory wishes to change from all Staff model to all contract model  The costs for salary and overhead are known or can be easily determined  Productivity information for technicians and administrative personnel can be determined  Assuming a consistent revenue stream a projection can be made of the potential savings  Technicians and administrative personnel may be paid higher but resultant overhead to the laboratory will be reduced  However the laboratory should also complete a SWOT Analysis June 11, 201613Copyright 2009

14. SWOT Analysis  The change in model needs to be considered  Strengths  Likely improved service to customers  Additional personnel can be contracted as needed  Lower overall costs to the laboratory  Weakness  Local availability of qualified personnel  Opportunity  Lower overall costs can result in lower prices to customer and therefore more business  Threats  Personnel may feel betrayed and seek other opportunities June 11, 201614Copyright 2009

15. Additional programs  We have seen a very basic example of a decision approach that a laboratory can use  The example also illustrates ways an AB may employ various tools to improve customer service  Another approach is to offer additional programs  The programs may be recognized and under international scrutiny  ISO/IEC 17020, ISO Guide 65  The programs may be National in nature  Lead in paint testing, Energy Star  The programs may be unique to the AB and/or a specific industry  Special Inspection for construction June 11, 201615Copyright 2009

16. The Future  The basic question for many here is how ABs may improve customer service for the future  Reduce assessment time  Minimize impact and disruption to the laboratory during assessments  Reduce or control costs  Streamline administrative processes  Shorten cycle time from application to accreditation  Work closer with customers  Provide or assist in training  Provide or assist in proficiency testing or inter-laboratory testing (PT/ILC) or accredit PT providers  Participate in industry and Standards efforts as appropriate June 11, 201616Copyright 2009

17. The Future  Technology and its benefits  Integrated capabilities  Real time audio/video feeds  Allow Management or other reviewers to see remotely  May allow additional efficiencies  Dedicated file locations for information sharing June 11, 201617Copyright 2009

18. The Future  Technology:  Existing platforms  Sharepoint 2007 and SSL type protocols  Web cams  Instant Messaging  New evolution of platforms  Constant uplink to secure site  Integrated webcams (or similar) to feed the uplink  Interactive audio/video between assessor and AB Management  Reviews by ILAC/APLAC may be at least partly conducted by distance  Saves time and travel costs June 11, 201618Copyright 2009

19. How to get to the Future  Planning  IT requires planning  Data migration  Computer compatibility  Software compatibility  Training  Revenue  Investments will have to be made  By both AB and laboratory  As technology evolves, costs will come down  Therefore, the future may take some time to arrive  However improving service can and should be much quicker! June 11, 201619Copyright 2009

20. In Conclusion  Thanks for coming!  Questions?  Don’t forget to fill out the comment forms. June 11, 201620Copyright 2009