Guiding Principles of Quality Management

A Jñāna Optimized Unified Delivery Model ensures that the Total Quality Management process focuses on ensuring that all supporting activities that are undertaken by IT to provide a service are adhering to the agreed to quality standards. It ensures that all interactions, whether call, service request, incidents, problem, change, or RFS activities, align with the global standards and contract expectations.

• Establishing process around quality ticket monitoring analysis and subsequent actions for any areas of improvement.
• Establishing process around quality call monitoring analysis and subsequent actions for any areas of improvement.
• Establishing process around CSAT analysis, both sat and dissat, and ensuring subsequent actions for any areas of improvement.
• Establishing process around analysis of backlog, misroute tickets, re-opened tickets, SLA HOLD tickets, P1/2 tickets and other key focus areas are established along with subsequent actions for any areas of improvement.
• Providing feedback to Employees regarding any areas of improvement related to them
• Providing input into Training and Knowledge Management programs to update documentation
• Sharing quality ticket monitoring observations with the team

The Objective of the process:

• The objective of the Quality Management Process is to have a framework and set of actions that can help to improve the quality of the work that is being performed. Thereby improving the client experience.

Sample list of benefits:

• Improved call metrics – reduced AHT, ABDN, ACW, and various other AUX codes
• Improved ticket documentation, reduced misroutes, reduced re-open counts
• Improved CSAT scores
• Reduced issues with backlogs
• Improved understanding of workloads
• 25% of all work will be reviewed and assessed using some defined criteria
• Skill, Knowledge, Training, Process, etc. Gaps will be identified and addressed.
• Proactive actions can be taken to avoid future failures
• Assessments can be used as part of performance management discussions

Sample list of observations:

• A lot of reports are being pulled and a great deal of analysis is being conducted, but the key areas are not improving.
• There is no structure to how various datasets (Calls, Tickets, Surveys, etc.) are being sliced and diced to harvest them for insights. No pre-defined use cases and models.
• Information is not being disseminated to the teams to share pervasive issues.
• Actions are not being tracked to closure.

Sample list of recommendations:

• Assign focal and develop supporting processes.
• Develop quality ticket/call/csat monitoring Templates and scoring methodologies.
• Identify datasets required for analysis (source, fields, frequency, etc.)
• Identify use cases/models for each of the datasets
• Focus on elements that matter (Reduction in Volume, Improvement in Response times, Improvement in Resolution Times, and Improvement in Client Experience)
• Hold occasional quality ticket monitoring scoring sessions with each Staff (not just those needing help improving QTM scores), with Staff and management jointly looking for opportunities for service improvement in both soft and hard skill areas. Use the quality ticket monitoring program to raise the bar on service quality provided, even for those calls where quality ticket monitoring scores are high.