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Six Sigma and Process Improvement for Contact Centers
Utilizing Six Sigma to Drive Increased Agent Performance and Improve Quality in Your Call Center
March 1 - 2, 2005 ?? Crowne Plaza Dallas Market Center , Dallas, TX
--Please click on Workshop titles to learn more
Workshop A: A Step-by-Step Guide To Utilizing Six Sigma and Quality Monitoring in Contact Centers
Workshop B: Metrics That Matter: How to Select, Measure and Interpret Key Performance Indicators in Your Contact Center
Workshop C: Best Practices in Evaluating and Improving Contact Center Functions and Processes
Workshop D: A Step-by-Step Guide to Gaining Buy-in and Organizational Support for Six Sigma in Your Contact Center
Six Sigma Project Selection, Process Evaluation, and Improvement
IBM.com Sales Center Site Tour
Utilizing Six Sigma to Track Cost Per Calls
Pre-Conference Workshops: February 28, 2005
8:00am?C11:00am ?? Workshop A: A Step-by-Step Guide To Utilizing Six Sigma and Quality Monitoring in Contact Centers
Service organizations including financial, telecom, and healthcare have discovered that Six Sigma brings a process focus to their operations (e.g., improved customer service processes, improved customer-problem resolution, and improved internal support processes). Within these organizations, call centers play a significant role in gathering, aggregating and analyzing voice of the customer data that are crucial to customer centric organizations. Understanding voice of the business and voice of the shareholder data are important for organizations as well since they have a fiduciary responsibility to their shareholders. This interactive workshop will teach you:
How to leverage your quality monitoring program in gathering voice of the business and voice of the customer data
Transition your quality assurance team from cost & expense to revenue contributors
4 elements of an effective quality monitoring program
Topics covered will include:
Overview of actual Six Sigma project ?C reducing calls to internal help desk
Practical advice on applying Six Sigma in a contact center
Practical advice on building a quality monitoring program
About Your Workshop Leader:
Roger Lee is the Director of Consulting Services for etalk. He has more than 15 years combined experience in finance, call center operations, information management systems, restaurant operations, payroll services and quality. This experience includes developing and implementing a call monitoring program, formalizing and implementing Lean and Six Sigma in the call centers within Deluxe Business Services, a business unit within Deluxe Corporation. Roger led and participated in several process improvement projects in various organizations utilizing the Six Sigma methodology resulting in approximately $10 million in cost savings.
11:15am?C2:15pm ?? Workshop B: Metrics That Matter: How to Select, Measure and Interpret Key Performance Indicators in Your Contact Center
Every service organization must define key performance indicators (KPIs) that define service levels and performance criteria. However, only a few can clearly define the role of KPIs in measuring and achieving the contact center's business objectives. Contact center managers struggle to justify arbitrary performance targets and to understand how to evolve them so they correctly reflect the organization's current business objectives, often resorting to trial and error to adjust staffing levels in order to meet these arbitrary goals. This workshop will provide many examples and case studies. By attending this workshop, you will:
Identify the need and establish the foundation and a framework for a Six Sigma improvement process
Understand key performance indicators and measurements commonly used in call centers and what they really mean
Recognize how to avoid common mistakes made using performance metrics
Understand the principles of call center staffing models, queuing theory and call center traffic engineering, and how to apply them to staff your call center to meet your performance objectives
Use the Balanced Scorecard? management strategy to resolve and prioritize conflicting metrics and to create a balanced view of your contact center KPIs
Learn how to evaluate, compare and use benchmark data
About Your Workshop Leader:
Joe Barkai is Founder and Principal of Diagnostic Strategies. For more than 15 years, Joe has been working with many companies ranging from Fortune companies to small start-ups in a variety of industries to improve their service operations and implement diagnostic technologies. Joe has published numerous articles and is a frequent speaker on topics that include service operations, technologies, resource planning and optimization.
2:30pm?C5:30pm ?? Workshop C: Best Practices in Evaluating and Improving Contact Center Functions and Processes
If you are responsible for the results in customer care, be it sales, support, technology help, live agent or self-service, Six Sigma advocates that there is always room for improvement. You will see that by evaluating your core KPI: Key Performance Indicators and gaps, one can justify if and when to make a bid for change and support a level of prioritizing key improvement initiatives. This workshop will introduce you to actionable assessment tools to provide if/then relationships to 16 various process and procedures that drive performance to excellence in your contact center. Participants will learn to:
Define the business strategy and quality service goals
Measure the inputs to a quality call procedure: incoming call to closure
Analyze any special cause and gaps based on customer satisfaction data
Improve and control to a 4-D performance matrix
About Your Workshop Leader:
Dru Phelps, Vice President of Consultant Relations/Certification Advisor at BenchmarkPortal shares with you 20 years of expertise in customer service, quality management systems and performance engineering. Currently, Dru leads the certification of professionals at the Auditor and Specialist level in the methodology and measurement with thousands of Peer groups through BenchmarkPortal. As consultant, manager, speaker, and author, she has actively been engaged in a variety of responsibilities in more than 125 international Contact/Call Centers.
5:45pm?C8:45pm ?? Workshop D: A Step-by-Step Guide to Gaining Buy-in and Organizational Support for Six Sigma in Your Contact Center
Getting the buy-in and support for your Six Sigma initiatives is critical for any organization. This workshop will be interactive and focused on providing you with tips and tools for a successful deployment. This workshop will teach you how to:
Successfully assess your organization for change
Link company strategic objectives to Six Sigma
Use Voice of the Customer/Employee to drive change efforts
Identify factors for project selection
Topics covered will include:
Six Sigma as an enabler for cultural change
Assessing your current culture
How mature is your business
What is your leadership like
What is driving business needs
Preparing the internal structure
Lessons learned from prior quality and change management efforts
Key tools and tips for gaining buy-in and support
Using Six Sigma to evaluate your call center metrics
Using metrics to drive project efforts
About Your Workshop Leader:
Genevieve Prosper is President of GenEva Partners Inc., a Strategic Management Consulting firm that specializes in areas such as Six Sigma, Corporate Strategy and Execution, Leadership and Performance Improvement and Process Management She is a Master Black Belt professional with more than 18 years experience in Financial Services, Retail, Healthcare and Manufacturing. Genevieve has successfully developed and deployed Six Sigma programs in challenging environments.
Dinner Workshop: March 1 2005
5:00pm-8:00pm ?? Workshop E: Six Sigma Project Selection, Process Evaluation, and Improvement
Selecting appropriate Six Sigma projects is critical for the success of DMAIC and DMADV efforts. Yet many organizations do not use sound methodologies to identify, prioritize and select projects. Another common problem is scoping projects incorrectly. This interactive workshop will teach you how to:
Improve your project selection efforts and achieve improved Six Sigma program results
Develop project ideas
Identify and evaluate potential projects
Link projects to strategic priorities
Prioritize and select the right projects
Establish workable project scope
Build leadership support and commitment
Topics covered include:
Project selection pitfalls
Project success factors
Project selection methodology
Project identification, evaluation and prioritization
Project scoping
Making process improvements stick
About Your Workshop Leader:
Stephen Villaescusa is a Senior Consultant with Oriel Incorporated, a premier provider of Six Sigma training and consulting services. Mr. Villaescusa has over 20 years of management experience in Fortune 100 companies including 8 years at senior levels. He was Corporate Six Sigma Champion at Raytheon. He has a long history of successful change management and project leadership. He holds a B.S. in Business from the University of Arizona and completed graduate programs at both UCLA's and Columbia University's Graduate School of Business.
Site Tour: March 2, 2005
3:00pm ?? Site Tour: IBM.com Sales Center Site Tour
The ibm.com Sales Center in Dallas/Fort Worth is located at 1177 Beltline Road, Coppell, Texas. This 153,000 square foot facility was occupied in the third quarter of 1998. The ibm.com Dallas Sales Center is a highly productive and professional sales channel for virtually all of IBM's products and services. The center can seat as many as 972 professionals and approximately 830 of these seats are currently assigned to sales representatives and their managers as well as ibm.com operations teams and staff members. There are four sales centers located in North America: Atlanta, Dallas, Raleigh and Toronto. All centers have TeleSales representatives (product specialists) and three of the Centers house Telecoverage reps (relationship/industry specialists). The majority of inbound U.S. Telesales representatives are housed in Atlanta, while outbound U.S. Telesales representatives are evenly divided between Dallas and Atlanta. The Raleigh Center hosts the IBM Direct Telesales team. Telecoverage representatives located in Atlanta are responsible for Public Sector customers (Education, Government and Healthcare - plus the SMB Eastern Region) while Dallas has primarily Telecoverage responsibility for the other sector/industry groups (Retail, Distribution, Manufacturing, Utilities, Finance, Travel and Transportation, etc.) and SMB the Central and Western regions. The site director for the ibm.com Dallas Sales Center is Bruce Church, Vice President, Sector Sales, ibm.com Americas.
About Your Site Tour Facilitator:
Ben Sims's current role is ibm.com Briefing Program Manager for Dallas and Atlanta. Ben brings more than 25 years of IBM experience with more than 8 years in the ibm.com sales environment. Past experience in IBM has come in the areas of Technical Support, Education and Training, Staffing and Professional Development Management and professional coaching.
Post-Conference Workshop: March 2, 2005
5:30pm?C8:30pm ?? Workshop F: Utilizing Six Sigma to Track Cost Per Calls
Data indicates that best in class service and sales organizations have a lower support cost per call, indicating that no direct relationship exists for customer satisfaction and business growth and a higher cost per call. This workshop will be interactive and focused on providing you with tips and tools for understanding the factors driving the cost per call in your organization. This workshop will teach you how to:
Determine where your contact center's cost per call is compared to the competition
Determine what the realistic target for cost per call in your contact center
Identify variables driving cost per call in your contact center
Drive changes that will reduce cost per call
Develop control plans and dashboards to focus on output and in process predictors
Topics covered will include:
Benchmarking to determine if improvement is needed
Determining customer requirements
Creating a measurement system
Determining causes for output
Selecting and Implementing solutions
Implementing a process control system
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