Hello Everyone !!

The process i currently support is bleeding with low quality scores. Major reasons i identify are:

1. Inconsistency in rater's actions because product is universal in nature and complex metric is implemented by customer for calculating Quality scores

2. Lack of seriousness by the raters since no strict repercussions in the process 

3. Coaching and Feedback by the QAs is not in sync with the customer's thought process, each QAs has different thought process

4. Leaders are clueless about how to guide raters or make them aware of critical to quality situation, we might lose the business if not improve

5. Top Management is not taking any action on leaders or managers but consistently facing heat from customers 

6. Accountability issues with every department, meetings are concluding with no major action items or callouts, only pointing fingers

7. Customers are suggesting frequent changes in the process, which also impacts the quality scores, but customer is not giving any benefit of doubt

What approach should i apply here to make things better in my process? 

Hello Sachin

 

Your situation reminds me of a similar situation for one of my processes.

 

Following are some of the actions that helped us stabilize the process

1. Daily team huddles (not more than 10 minutes) on the top error category. This team huddle has to be a quick one with a specific focus on only 1 error category. Discuss why such errors are coming and CAPA plans

2. Calibration of teams - client vs QC, within QC team

3. Clear progress roadmap for quality score improvement (we created a six month plan) in discussion with the client and leadership team

4. Agreement on a cool off period for errors due to frequent client changes (we agreed on a 3 month cooling period). However, this increases the task of QC team as they have to maintain a log of all changes and track errors against them

5. Make leaders process some transactions so that they understand the ground reality and once they understand, they will be able to guide the raters

6. For a 3 month period (and as a stop gap arrangement), we did overstaffing for QC so that things can be regularly checked. This was audit of audit (only recommended as a stop gap arrangement but never a long term solution)

7. Started working with the IT / automation team to see if there could be some mistake proofing opportunities within the software.

8. Availability of SME / Trainer on the floor to handle queries / doubts immediately.

 

Hope this helps.

 

Regards

Mayank Gupta

Hi Mayank,

Thank you for sharing great suggestions, definitely going to consult about cool off period and bringing automation team in the picture with management. 

But what about no seriousness in the people about the business and no major repercussions for work avoidance? because of this we are not meeting the glidepaths past 3 Quarters. 

What approach or tool of six sigma should i apply to foster a culture of seriousness and accountability?
 

Hello Sachin

 

If the process is in such a bad shape with no guidance from top, the raters will hardly be serious. Once they see a positive change then you will be in a position to address this issue.

 

In addition to it, you will need to have fare and transparent communication with the team on the status and road ahead for the process and for each of them. Maybe you can think about a short term reward program for the ones who show exemplary performance. While at the same time, you might have to be a little strict with those who do not show improvement. Also, work with your HR business partners closely to solve for this people issue and hiring better candidates.

 

Regards

Mayank Gupta