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 1 st 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
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
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 – 1 st 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.”
SupplierInputProcessOutputCustomer Inbound call1.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 Service to pay for parking / answer question Customer Caller IDText messages requested by customer Corporate client ScriptParking feesCorporate client Computer workflow Fee per registration call ICON AgentsTime spent on phone 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 – 2 nd to 7 th 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
CallRECScreenRECScoreCARDSpeechRECVOCE-Learn Define √ Measure √√√√ Analyze √ Improve √ Control √√√√ ZQM AND LEAN SIX SIGMA – HOW THE 2 FIT TOGETHER
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