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Found 3 results

  1. Six Sigma In Bpo

    Hi Vk, I am working in BOA, Recently I have been completed GB thru Benchmark. Now I have started Initiative in my process, as I have done consolidated Tracker and common share point, which reduce Time limit from 50mins to 3mins, nearly I saved around 47mins per day, will I consider this as a JDI or GB project.
  2. Hi All, Am looking at some solution to one problem which is bugging me and there is lot of client noise also in the process. We handle a process where lot of queries need to be replied. Inadvertedly due to the time lines and the stringent schedule people give less importance to it. Suddently this issue has caught fire. The problem is that all the 12 users get queries from branches/supplier over email. Which at times (majority of times) remains unanswered. How can i Track the inflow of emails in these users email boxes? Policeing would demotivate and attrition is bad for me. Moral guiding is over. These people work New Zealand Hours (12.30 am -9.30 am). I am looking for help and advice. Regards Sudhir
  3. A Common Challenge In Bpo's

    This discussion was started on Sun Jul 20, 2008 on Yahoo Groups I have noticed a common challenge in BPOs. The Client organisation (In US, UK) collects survey data from its customers about satisfaction level based on service provided by Indian BPO. Indian BPO works towards improving its internal quality scores to enhance customer satisfaction (Csat) through a Six Sigma project but fails in reaching a sustainable improvement in Csat. The reason is - poor correlation is found between the internal quality scores (assessed with best of intentions and good measurment system) and client reported CSat scores. Now this frustrates the Indian BPO as they can not directly assess CSat in a different way as they are not authorized to speak directly to Client's customers. What ideas do you have to resolve a situation like this? ______________ FOLLOWING RESPONSES WERE RECEIVED Hi all, I had experienced the same as its tough to co-relateCustomer C-Sat levels and Internal Quality Scores. The solution which was implemented was to include the C-Sat questions in the Monitoring Sheet where the QA will asses the call in terms of call quality and Customer Satisfaction. In such a case the QA should be familiar with C-Sat requirements of client and should be calibrated with it internally. Thanks Monish. _______________ Hi all, I think this problem is not just akin to Indian BPOs. I was managing the Toronto center for inbound customer finance department for a major american mobile service provider. Now when the Csats were introduced we found that we were lagging way behind centers in Philipines, though on paper we had the agents with the best skill set.We then did some brainstroming for the reason of the same and ways to improve. We adviced our agents to be extra courteous, use polite statements etc.We started scoring calls from the point of view of the customer. Though there is a fall side to this methodolog. Often when we caliberated a call, our agent seemed to be on his game on existing parameters but yet the Csat scores would be poor. eg. A customer calls in to make a full payment to get his lines reinstated and after taking the payment we would need to connect him with activations department.Now if there would be a wait time that could lead to customer getting dissatisfied, also some customers would get angry when told that they would need to be transferred to another department. In such scenarios even though my csr was doing his job to the T, he could get a bad Csat. So we marked each on client parameter and then from customer point of view..yet following the client parameters cannot ensure high Csat scores. Sincere regards, Rahul Srivastava _______________ Hi All, I have worked on a similar scenario for One of the BPO service providers in India for a US Internet Service provider. We were facing a very low Csat scores compared to the internal quality scores. To counter this problem we decided to do a RCA(Root Cause Analysis) for all the surveys which had a Dsat, and a deep dive analysis for the issue why the customer called in based on the current call and the previous trouble tickets logged in. And we found that the majority of surveys where the customer had given a Dsat were either repeat customers or they were the customers who were no t happy with the wait time. SO we tried to redesign the internal quality sheet in a way where the agent cannot leave the customer on hold without refreshing him about the status of the problem for more than 2 mins which as per customers was and expected hold time in technical scenarios. Then we also tried to look into the cases where the customer was a repeat caller for the SAME PROBLEM and also for DIFFERENT PROBLEM. Proper steps to ensure the connectivity issue has be resolved(which was the most common issue)was implemented by the call quality team where the a certain SOP to test the customers connectivity was followed so that he does not have any problem with the same issue he has called in for. Also it was made mandatory of some tips to avoid the issues and also few common troubleshooting steps to be performed by the customer before he calls in were to be given to the customer on every call. This had a great impact and we started seeing a little positive co relation between the Internal Quality scores and the Csat score. For the above process to be implemented people doing the RCA should have a strong understanding of the process they are auditing. Thanks, Balasubramanyam ________________ Hi rahul, How do we escape from the fact that the SAME CSAt form is sent to the same group of people, working for the same organization, but one group getting higher evaluation? From my experience, people will most often take things for granted or take a very general view of things. the EXPECT things to be sorted out, rather not have the problem in the first place. So say you solve the problem of a customer who has called in 3 times for the same issue, or even multiple times for multiple issues & your CSR gave the BEST of service, was polite, courteous, solved problem your CSAT is doomed. the customer would take out all his frustration that he has due to the problem that he has with your bank/company with the LAST AGENT HE SPOKE TO. You need to have FIRST TIME RESOLUTIONS. Period. If you cannot do that ( I was dealing with a stink bomb of a product myself) but thankfully we could play with our words. We could tell the customers that they might get a call or an email from my deptt asking how I (the rep) helped her/him on THIS particular call. It would NOT be to judge how well the company is doing or satisfaction with the company but with ME. So if such a Qn was asked how would you rate ME?? Most times the customers would say that you were excellent, but I,m not happy with the product/service/company. At this point I'd ask her to mark me an excellent & please do mention this in the comments section. Also I would give them the official e mail address of the deptt so that they could write their view/grievance directly. This really cools people down. Trust me on this. they vent & they now understand that the CSAT id for the AGENT, not the company. Still some would say you were ok or good, to which I'd go with Thank You, & if its not too much of a personal Qn how can I make your experience with ME even better, should the need arise for you to call me next time? Now if I have been GOOD like I have been *trained* properly, there would be nothing much except that the customer still has some apprehensions with/about the company/product/service. Since the customer would not be able to point any holes in my service I'd pitch the CSAT now focusing on ME & not the company/product/service. Either we can spend our energies finding excuses or spend them finding solutions. Its our call.... Regards Amit Mitra ___________________ Dear VK......... As one may think, there can b few initiatives that can b taken by Indian BPO arm to bridge the gap. 1. Get to know the ultimate customer's clear expectations in terms of deliverables and respective quality parameters and its ratings, as everyones' reqmt does vary. (ofcourse thro' their own client) 2. Chart a specific format and feedback mechanism which suits the respective customer, as there cannot be one panacea for all ills. 3. A commonly agreed scorecard need to b developed and agreed to, between the BPO and its' client, for calculating and presenting the findings. Once the above steps are achieved, the BPO arm, client and ultimate customer are in sync, and soon the system becomes a routine, as everyones' expectations and deliverables are clearly tied up! Thanks & Warm Regards, S.Srikanth ____________________ Hi, I've been with the BPO sector for 8 years now, with more than 5 years of it being in the transaction quality improvement role. No correlation is normally found between the internal quality measurement system and the client CSat scores becasue they are 2 different models. The quality measurement model is normally process driven and acts as a checklist of whether the process SOP is being adhered to or not. Practically, a lot of process SOPs are such that it would not leave the customer satisfied, as he doesn't get what he was looking for. The quality model would normally ensure that the agents are following the methods and procedures that are being followed. In comparison, the client CSat model does not have anything to do with the process SOPs. It normally just checks as to whether the customer was satisfied or not. It would have components such as: Agent being knowledgeableAgent being courteousAgent being able to provide solutions to the customer's satisfactionEffective listeningProviding information beyond what the customer asked for (customer delight)Normally, such parameters are not a part of the QA form/ checklist. To solve such a situation, the parameters measuring CSat can be incorporated in the QA checklist. The people who are doing QA checks should be calibrated with the client team conducting surveys so that they develop a capability to measure customer's satisfaction level on the above parameters just by listening to the conversation between the agent & the customer. Depending on the relationship between the vendor and the client, the vendor can even suggest changes in the SOP, such that the business does not suffer and the customers are satisfied with what they get from the call centre. Once the QA group starts measuring the agents on these parameters, obviously the agents would get their share of feedback as to how they performed. This can also go as a TNI to the training group to be changes at the base level. The other way could be that the QA measurement checklist would become more customer centric than process centric. It should be more solution based instead of being SOP driven. This would lead the client to make more customer driven SOPs while keeping the business sense intact. I have personally done both the models, and they both have given very favourable results. Regards Sanjeev __________________ Hi all: This is a very important question which I had asked in many social networking sites (not necessarily to do with BPO, however holds good everywhere). My criteria is NOT TO measure customer satisfaction at all. You might consider this as controversial. Let us consider some facts. a) According to a Juran Institute survey, more than 90 percent of the Fortune 200 companies are convinced that maximizing customer satisfaction maximizes profitability and market share. Yet fewer than 2 percent are able to measure bottom-line improvements from documented increases in levels of customer satisfaction. b.) In the U.S. auto industry, the average repurchase rate of satisfied customers from the same car company is less than 30 percent. The corresponding figure for the appliance industry is below 45 percent. c) Anywhere from 15 percent to 40 percent of customers who say they are satisfied defect from a company each year. (Source: Power of Ultimate Six Sigma (2003) In order to increase profitability, BPO firms MUST concentrate on defection and retention measurement as opposed to mere Csat. Scenario: a particular customer Mr. X (based in London) have been in constant touch with the service centre for a particular product he has purchased (assume a laptop). He is a novice on computers, and each time he has a problem he calls the company for a fix. He has called past three months on an average of 4-5 times a week. The BPO of the computer firm (which is located in Bangalore) is prompt in providing the required details for the fix. But each time Mr X tries to fix his laptop (mostly software related problem), another possibility rises. But do understand that the BPO is 'prompt' in its service. 1) One week after his purchase, a representative of the company asks the client on his new purchase. The client seems to be happy except for some glitches with the software OS. 2) The representative calls Mr X again after three weeks. This time his satisfaction index has dropped. His complain is still to do with the software. The rep: diligently files his report saying that the call-centre service is mediocre. 3) Every week after that, the rep: still calls the client to enquire on his laptop. And each week there is something wrong or the other. Offcourse the Client now is very mad at the whole company. CSat has reduced to nothing, the BPO manager is on the firing line. 4) After 3 months of constant communication with the client, the company decided to replace his laptop for a brand new one(which is a latest model to the one he purchased), in addition to a brand new Printer as a compliment. My question is: If you take a Csat info from the client after this replacement, I can bet 110% that his satisfaction would have climbed considerably, moreover, he also would have no complains about the service. Does this mean that the company has increased OR will increase its profitability by giving an extra product to make the client happy? Is there any way to know that the Client would recommend the company to his friends? OR will he purchase an extra laptop (same brand) for his wife? - Loyalty??? So let us look at the following hypothesis: H1. Customer Satisfaction and profitability has very limited corelation, as opposed to Loyalty versus profitability which has a strong positve corelation. H2. Customer defection, retention & differentiation should be the criteria for measurements as opposed to just Csat. So, how are we going to measure a) Defection b.) Retention c) Differentitation (concentrating on customers who provide more than 80% of your business)? That is completely different post altogether. We can work that criteria in this forum itself. In the meantime, let the discussions continue.. Thanks Philip _______________ Hi, I feel that it all depends on the QA form that is used, 1.Is it Client who has prepared the parameters? 2.Is it that we have internally created it (with respect to the SOP) If the case is earlier I am sure all the CSAT parameters would ideally be covered in the QA form. According to me, We need to ensure that the CSAT score card and the QA form should be in Sync. We need to map the set of parameters directly or indirectly. Usually CSAT checks if the Agent has Adequate product and process knowledge, If the Agent was courteous to the customer, Was he able to answer all the questions asked by the customer confidently. If we can implement these major parameters in the QA form I think we can work towards the goal. If the QA form adheres to Product knowledge and Soft Skills in a much broader way then I think there would be no problem in achieving the desired CSAT scores. -- Regards, Nitin Rathnam. ____________________ Dear All, The Csat mostly covers the following areas: It covers all Client un-set expectations ! ! !. As we all know that the expections are clearly defined in SLA, and all our internal QA system ensures that all expected deliverables are met or not. Most of us are trying to meet our client expections but few of us are trying to understand what are the un-set expectations from our Clients. The quality guru Juron says there are five phases in all Product/Project development across industry: 1. Requirements Gathering 2. Design & Development 3. Implementation 4. Operations. 5. Client perspection We all try to meet our client expections until Operations phase but not realizing what Client perception is. This is only possible unless and until we become Strategic Partner for our clients. Most of the clients are expressing their un-set expections through Csat . Hence, we need to first discuss with our clients what exactly they want from us from Business Strategic partner perspective apart from all SLA Deliverables. Based on the inputs, discussion from Client, we shall develop internal Dashboard and then work towards. After some time, we shall correlate these two and measure where are we in terms of improvement. All what I said above is based on my own experience where one of our client invited us to participate in their strategic discussions and covered how we helped them to achieve their business goals acting as a strategic partner. Hope this helps. Regards, Yoganandan R. _______________ Dear All, Thanks for spending time on the quiz question. I am sure there are hundreds of people have benefited as experienced BPO professionals responded with their "PEARLS OF WISDOM" I would like to take this opportunity to drive home a point here and this is not just for BPO's, this is for everyone, irrespective of INDUSTRY and FUNCTIONAL AREA. Six Sigma is about starting with VOC and then finding an approprite internal metric (which may be a part of VOB). This situation was a CLASSIC example of a big VOC-VOB gap. Doing more of Lean or Six Sigma, we reduce this gap and try to reach a level where we evaluate ourselves exactly the same way as the customer evaluates us. (Or try to reach as close as possible) To explore other parallels-- 1. Does this not happen in HR where HR Managers look at their KPI and forget their VOE (employees). 2. Also in Manufacturing who do not look at the Voice of Market but spend time driving their internal KPI's 3. Or the so called customer relationship managers from Banks who want to meet you to sell new services and do not respond to your queries. Another related Six Sigma concept is that it is cheaper to do Six Sigma and retain existing customers and grow with references (by focusing well on VOC) as compared to going the costly way of attaining new customers (while earlier customers keep shifting to other products and services). Cheers! VK
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