DWS Service Desk Rescue Series: Implementing Total 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 a call, ticket (service request, incidents, problem, change), CSAT surveys, escalations and any other sources of work, 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 FCR.
• Establishing process around an analysis of backlogs, misroute tickets, reopened 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 Skills, Training, and Knowledge Management programs to update documentation.
• Sharing quality monitoring observations with the team.

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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 misrouted tickets, reduced reopen counts
• Improved CSAT scores
• Improved Employee Satisfaction scores
• Improved FCR results
• Reduced Total Cost of Ownership
• 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 predefined 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 Local 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, an 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.

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Assessment Questions:

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• Is there a Quality Management coordinator on your team?
• Do you conduct regular reviews of key support processes?
• Do you conduct Root Cause Analysis?
• Do you have a Continual Improvement / PBA Analysis Methodology?
• Do you have a Trending Analysis Methodology?
• Do you conduct Quality Assurance reviews of Analysts?
• Do you have Customer Satisfaction Activities?
• Do you have Tele-Monitoring activities?
• Do you have Ticket Quality Analysis activities?
• Do you Daily select a 25% random sample of all Maximo tickets for review and all negative CSAT survey tickets?
• Do you Review the Tickets using established Ticket Review guidelines and apply appropriate scoring?
• If there are any issues with the ticket and the issue is with an Employee, Coach the employee and provide feedback to management. If the issue is with the general knowledge or skill level of the team, inform the Knowledge and Training  Coordinator to update their processes and communicate the update via the  Communications Coordinator?
• Do you Review all Sev 1, Problem, and Failed Change tickets for quality and provide appropriate feedback?
• Do you Share findings/observations with the team during team meetings and management, during regular reviews?
• Do you Track all findings in a central database to review for progress, employee score carding and performance reviews?
• Is all work (Service Requests, Incidents, Changes, Problems, Releases, Major  Incidents, etc.) assessed for quality using some defined criteria?
• Who does the quality checks?
• How often are the checks performed?
• Are there measurements in place for the quality checks?
• Department and Employee Level?
• How often are the measurements shared?
• Does someone on the teamwork with the Enterprise Quality Management Program  Owner?

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