IDEAS that work, SOLUTIONS that last

TechTeam Global

Quality Practices for Service Desks

Local and Global

Objectives

Framework for a Quality System

Best Practices at the Desk

Metric Categories and Definitions

Process Development and Organization

Tracking and Reporting

Feedback and Improvement

Keeping Quality Consistent (across multiple locations)

Internal Audit Process

Correction Action Process

Communication Techniques

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Effective Quality Management

How do you create an integrated quality and training program that focuses on delivering effective and timely training while optimizing the quality of support?

Components of a Quality System

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Components of a Quality System: Define

Keep it simple

Add complexity if appropriate at a later time

Determine objectivesWhat is most relevant?

What would add most value?

What is causing most pain?

What contractual obligations do you have?

What is customer/client complaining about most?

How do you prioritize it all?“Which one is more important?” exercise

Voting dots• Why• What • How

Define

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Components of a Quality System: Define

What evaluation criteria is used?

Customer Service Skills

Technical Skills

Process Adherence

How often do you monitor and what are measurables for success?

Defining how to capture data

Binder

Spreadsheet

Database

Sharepoint Site

Knowledgebase

• Why• What • How

Define

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Components of a Quality System: Define

Example Inputs

Customer or Client Complaints

Feedback from Second Level Support Groups

Improperly Handled Tickets

Mentoring Statistics

Training/Knowledge Assessment Results

Resource Effectiveness Assessment

Technicians Effective Use of ResourceCommon Callers, Common Call Types, etc

MetricsCall metrics outside of expectations

First Call Closure

Open Tickets

Focus Groups

Post Launch Reviews

• Why• What • How

Define

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Components of a Quality System: Measure/Analyze

Measuring and analyzing is pivotal to understanding the issues and taking appropriate action

What do you do with all the data?

Track / compile data

Run report(s)

Analyze the data– Don’t get caught in analysis paralysis – Keep it Simple– Go back to objectives and desired outcome

• Metrics• Data• Gaps• Trends

Measure -

Analyze

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Components of a Quality System: Measure/Analyze

Examples

Stare at the data

Ask why, why, why, why, why (5 Whys)

Identify trends (pareto analysis, moving averages, etc.)

– Be careful of averages

Lean

Six Sigma

• How

Measure -

Analyze

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Components of a Quality System: Improve/Correct

Implement Corrective Action Plan

Keep simpleNot about activity but effectiveness

Involve those that matter most

Take most valuable action

Training Integrating quality program with training

Single owner for Training & Quality

Proactive training schedule

Conduct necessary training– Individual or Team– On-going / New Hire

• What• How

Improve-

Corrective

Action

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Components of a Quality System: Improve/Correct

Job Aides

Coaching Sessions

Focus Groups

Standard Operating Procedures

Project Quality Scorecard

Technician Scorecard

Knowledge Articles

Tool Enhancements

• What• How

Improve-

Corrective

Action

Components of a Quality System: Improve/Correct Examples

Job Aide

Specific purpose

Standard format – will help agents to visually recognize what they are receiving, importance and relevance.

Example:Job Aide: Hot Sheet

Purpose: To communication critical information quickly

Delivery Method: Copies made and put on agent’s desk or chair

Format: Printed material, printed on bright colored paper,

Key Information: HOTSHEET labeled on top in 32 point font

Topic defined in short sentence in 24 point font

Topic described in one paragraph

Effective dates provided

Reference provided as necessary

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Example Job Aide

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HOTSHEET HOTSHEET HOTSHEET6/04/2008

Subject: Client Sharepoint Sites to be downEffective: June 18, 6:00 p.m. through June 19, 2:00 a.m.

Description: Patch to be to Sharepoint that will require all Sharepoint sites to be down.

Impact: Minimal impact to corporate personnel; however this will have greater impact on field service personnel who typically access SP sites in evening. Corporate email

sent to all users. Users will receive “Site not available. Contact your Network Admin.”

Reference: No knowledge ticket available as this is temporary issue Ticket Categorization:

SW/Sharepoint/Error/Scheduled Downtime

Components of a Quality System: Improve/Correct Examples

Technician Quality Scorecard

Tied to corporate goals objectives

Consistent with performance review criteria

Defined frequency

Defined delivery method

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Example Scenario

Client complaining about service levels within a particular group. Overall service levels are aligned with the volume. However, the project scorecard outlines a slight downward trend over a three week period in average calls per hour. What is your approach?

First step is not to jump to a resolution, always start with analysis

Is it the entire team and/or specific individuals

Are there other variables to consider?New hires

Employees who just took on this skill set recently

Changes in environment or process

Trends or patterns

Investigation points to a select group of individuals whose handle times are outside of threshold

You also notice a trend in the number of calls these agents place to the resource team

Call monitors reveal additional information

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Example Scenario

What corrective action do you take?

Schedule identified agents to take refresher training via CBTs

Assess their knowledge before and after assessment

Closely monitor metrics (talk, wrap, calls per hour, calls to resource, quality, etc.)

Report and recognize progress

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Components of a Quality System: Control

How do you ensure sustained improvement?

Continued monitoring and measuring of key metrics identified in Measure/Analyze

– Dashboard / Project and Agent Scorecards / Graphs– Are gaps improving

Standard Operating Procedures

Audits

Communication– External just even more important than internal

EducationAgent Expectations

Performance Management System

Being Proactive– Keeping pulse on other cues

• How• How

Control

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Components of a Quality System: Control

How do you ensure sustained improvement? (continued)

Adding complexity or new quality variables

Modify Corrective Action Plan as required

Recognize and Reward– Rewarded behavior is repeated– Create visibility

Celebrate Success

• How• How

Control

Examples

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•Corrective Action •Control

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Example Quality Report

QIN: 82

Both Quality slides, including the below QIN count, contains all of the Internal IHTs, QINs, Vendor Spread sheet, etc., that were delivered during the recording period

99.39%0.61%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Weekly QINs

QIN Perc. Handled

Customer Complaint

28%

Internal Audit7%

Vendor5%

Internal Quality60%

QIN Submittal Type

Key Actions:• 5 knowledge articles updated• Targeted Refresher Training for select individuals• New Hire Training Materials updated with additional role plays• Employee Coaching/Counseling

•Define

•Measure

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Quality

Critical Failure3%

Unnecessary case7%

Failed to Escalate Correctly4%

Documentation Failure6%

Misidentification of Issue8%

Linked to Wrong Solution15%

Failed to Follow Solution25%

Failure to Adhere to Process14%

Failure to Use Template(s)

9%

Failure to create task correclty

0%

OTHER9%

Quality Issue Categorization

Failed to Follow Solution Includes:

•Agents failing to assist with self-resets

•Agents skipping steps to resolve a customers issue in a more timely manner

•Measure•Analyze

Example Project Quality Scorecard

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Quality Assurance Index Calculation               

                 Weight Jan Feb Mar Apr May Average

Monitors 50% 72.00% 92.26% 91.91% 90.44% 91.67% 87.66%

Escalations 30% 84.00% 90.77% 90.45% 91.44% 94.12% 90.16%

FOX Calls (Focus on Excellence test calls) 10% 96.29% 97.69% 96.91% 96.71% 100.00% 97.52%

QINs (Quality Issue Notification) 10% 99.65% 99.70% 99.81% 99.94% 99.90% 99.80%

Weighted Quality Score 80.79% 93.10% 92.76% 92.32% 94.06%  

  Target 92%    

•Define•Measure / Analyze

•Control

Example Project Quality Scorecard with Average

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Quality Assurance Index Calculation  Weight Jan Feb Mar Apr May Average

Monitors 50% 72.00% 92.26% 91.91% 90.44% 91.67% 87.66%

Escalations 30% 84.00% 90.77% 90.45% 91.44% 94.12% 90.16%

FOX Calls 10% 96.29% 97.69% 96.91% 96.71% 100.00% 97.52%

QINs 10% 99.65% 99.70% 99.81% 99.94% 99.90% 99.80%

Avg Quality Score 87.99% 95.11% 94.77% 94.63% 96.42% 

Weighted Average Quality Score 80.79% 93.10% 92.76% 92.32% 94.06% 

Variance  7.20% 2.00% 2.01% 2.31% 2.36% 

Using averages would have

overstated actual performance

Target 92%

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Example Pareto Analysis: Distribution of Calls to Resource by Agent

• First 6 Agents generated 80% of all calls to resource

T.

Wal

ters

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Example Pareto Analysis: Call Types to Resource

• Troubleshoot help, Solution, Server Issues, and ticket escalated to 2nd level are 83.65% of all reasons

Example Quality Tracking System

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See Handout

IDEAS that work, SOLUTIONS that last

TechTeam Global

HDI Presentation – Keeping Quality Consistent

June 12, 2008

Objectives

Framework for a Global Quality System

Quality Standards

Audit Program

Corrective Action System

Document Control

Client & User Satisfaction Survey

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Service Desk Quality System

Quality Management Department Reports directly to VP of Quality & Process Leadership Dedicated Quality Mgr Oversees Global Quality System

VP of Quality & Process Leadership

Quality Policy:As suppliers of service, we will do the RIGHT THING RIGHT the first time for all customers, external or internal.

Quality Objectives

Monitoring

Quality Assurance Measurement

Customer Satisfaction

Knowledge Base

Training

Audits Internal External Customer Sarbanes Oxley

Executive Quality Mgmt Review

Audit Results Quality Objectives Customer Feedback CAR/PARs Action Items

ITIL, Sarbanes Oxley, and CMMI

ISO 9001:2000 - Quality Intentions & Commitment

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sto

me

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nd

Bu

sin

es

s R

eq

uir

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en

ts

BestPractices

Quality Activities

ISO 9001:2000 - Quality Intentions & Commitment

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Quality Standards

ISO 9001:2000Recognized internationally

Road map and guidance for general quality best practices

Say what you do, do what you say, and prove it!

ITIL (IT Infrastructure Library)Selected employees are ITIL certified to adopt IT related best practices

Process based approach to IT service management, which focuses attention on key activities and optimized service quality, within a reasonable and justifiable cost. For example, incident management, problem management, cost management, customer service.

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Quality Standards

HIPAA/21 CFR Part 11Applies to FDA regulated clients (primarily in the GSS projects)

HIPAA (Health Insurance Portability and Accountability Act) of 1996. It is responsible for improving efficiency in healthcare though the standardization of electronic data.

21 CFR Part 11 - requirements for creating, maintaining, archiving, retrieving, and transmitting electronic documentation. It provides the first definitive set of guidelines for records security for both the regulated and non-regulated industries across the globe. 

Sarbanes Oxley

Legislation affecting corporate governance, financial disclosure and the practice of public accounting. Ernest and Young conduct audits of internal controls aligned with these regulations.

CMMI (Capability Maturity Model Integration)Certified processes for software application development and testing.

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Audits

Internal

Purpose – performed by internal quality team to determine strengths and opportunities for improvement against quality standards, TechTeam standards, client requirements. Gains transparency into the operations and fosters discipline.

Scope defined by Quality Manager

Frequency – once per year per key process

External

Purpose – performed by National Quality Assurance to determine strengths and opportunities for improvement against ISO quality standards

Scope defined by external auditor

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Audits

External (continued)

FrequencyCorporate site (Southfield) – once per year

Belgium – once every two years

Romania – once every two years

UK/Germany/Sweden – once every three years

Chantilly, VA – once every three years

Davenport, IA – once every two years

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Audits (cont’d)

Audit Scope

Based on key processesChange ControlContract Review and ApprovalTrainingMonitoring

Focuses on new projects, projects trending down, projects with change in management, and remaining areas based on random sampling

Virtual Internal Audit Team

Consists of Lead Assessor and certified internal auditors with different specialtiesCertified Internal Audit Training Program

Team selected based on defined set of criteriaCourse content includes:

– Audit concepts– ISO Standards– TechTeam Quality Standards– Internal Audit Process

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Audits (cont’d)

Audit Reporting & Follow Up

Strengths for recognition

Observations – areas auditor is concerned with, but cannot tie it to any specific requirement of the ISO, customer, or TechTeam standard

Non-conformance – finding against a ISO, TechTeam or client requirement

Corrective actions are created for any non-conformance and follow a formal problem solving process

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Corrective Action System

Corrective Action System

Purpose – global corrective action system in which opportunities for improvement are logged; goal is to prevent recurrence of problems

Managed and reported by Quality Assurance Manager

Corrective Action ProcedureProblem Statement

Short Term Solution

Root Cause Analysis

Long Term Solution and internal controls

Approved by Requester and Internal Auditor

Congratulations recognition!

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Document Control

iDoc

Purpose – global document control system which contains corporate and project specific processes and forms

Centrally controlled copies

Document Control Procedure ElementsContains Purpose, Scope, Responsibilities, Process

Associated Documents (links to related inputs, outputs, forms)

Approvals

Change History

Suggestion box

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Client & User Satisfaction Survey

Client Satisfaction surveys conducted once per year.

User Satisfaction surveys conducted after a ticket is closed.

Captures satisfaction with people, process, training and tools.

Any dissatisfied comments are root caused and action plans are created.

Summary and analysis are reviewed in quarterly executive meeting.

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Achievements

ISO Certified for 13 years

Certified in 9 sitesSouthfield, MI

Dearborn, MI

Davenport, Iowa

UK

Koln, Germany

Gothenburg, Sweden

Brussels, Belgium

Bucharest, Romania

Chantilly, VA

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Achievements

It Works!Greater efficiency and less waste

Consistent control of major business processes

Regulation of successful working practices

Increased customer satisfaction

Greater consistency in the service through better control

Differentiation of your business from its competitors

Increased profits

Customer Sponsored ProgramsDeere – Achieving Excellence

Ford – Q1

Client Retention & Satisfaction