Tuesday, February 24, 2009

unsafe sites

What is the current listing status for www.webchutney.net?

Site is listed as suspicious - visiting this web site may harm your computer.

Part of this site was listed for suspicious activity 1 time(s) over the past 90 days.

What happened when Google visited this site?

Of the 789 pages we tested on the site over the past 90 days, 40 page(s) resulted in malicious software being downloaded and installed without user consent. The last time Google visited this site was on 2009-02-15, and the last time suspicious content was found on this site was on 2009-02-15.

Malicious software is hosted on 1 domain(s), including p060523.info/.

This site was hosted on 1 network(s) including AS31820 (PUGMARKS).

Has this site acted as an intermediary resulting in further distribution of malware?

Over the past 90 days, www.webchutney.net did not appear to function as an intermediary for the infection of any sites.

Has this site hosted malware?

No, this site has not hosted malicious software over the past 90 days.

How did this happen?

In some cases, third parties can add malicious code to legitimate sites, which would cause us to show the warning message.

Next steps:


Friday, January 30, 2009

CRM in brief: Susan Carstensen,

RightNow
26-Aug-2008


This first in a series of short interviews with CRM vendors and users, sees MyCustomer.com sit down with Susan Carstensen, COO of RightNow Technologies.



By Stuart Lauchlan, news and analysis editor

As chief operating officer at RightNow Technologies, Susan Carstensen directs the company's field operations while also leading marketing, technology operations and development. A 23-year veteran in corporate management, she joined RightNow as CFO in 1999 and was with the firm as it completed its initial public offering in 2004.

Prior to RightNow, Carstensen spent five years at Powerhouse Technologies in various management positions, including CFO. She holds a BS in Business and a BA in Political Science from Montana State University.

MyCustomer.com (MyC): Software as a service has been described in some quarters as being almost recession-proof. Does being in the SaaS sector protect from any forthcoming credit crunch? Is business holding up?

Susan Carstensen (SC): We have just completed our second quarter. We haven't been been seeing an impact on the sales pipeline. People are more conscious of the cost proposition. Our value with customers that that we can help them to take take care of their customers. We can save them a ot of money.


"You don't go out seeking the new revenue in a downturn. The most secure thing to do is to take care of your your existing customers. So the question becomes 'how do I take care of my existing customers?'"


Susan Cartensen, COO of RightNow TechnologiesMyC: But the nature of CRM goals can change in a downturn, can't it? Companies are looking to hold on to their existing customers, not expend resources on winning new ones.

SC: We saw this very clearly when the dotcom bubble burst. You don't go out seeking the new revenue in a downturn. The most secure thing to do is to take care of your your existing customers. If you can drive repeat business, that tends to be easier than seeking out new customers in tougher times. So the question becomes 'how do I take care of my existing customers?'.

MyC: Is there such a thing as a typical RightNow customer?

SC: It varies. We have two main segments: the mid-market and the enterprise. The mid-market customers tend to be more greenfield. The enterprise customers will be more those with a legacy call centre infrastructure. Our primary competitors are still the incumbent legacy call centre providers, such as Siebel and Clarify. We tend to land in those sites on the service side. We do the pilots and we save the client money. The legacy players never fully invested in their service capabilities. With our versions of a couple of years ago, we couldn't have done that, but now we really have the firepower.

MyC: Is the SaaS 'sell' becoming easier, more mainstream?

SC: It's certainly a lot less evangelical. In our customer pitches before there would be ages to be spent on security and reliability that you had to get through as part of the sales process. People have now heard of SaaS and we have a track record and a proven performance, so that's not so much of an issue. But it's important to note that we're not just selling SaaS, we're selling business value.

MyC: One of RightNow's product differentiators has been its knowledge base management functionalty. Salesforce.com last week bought itself some comparable functionality through its acquisition of InStranet.

SC: That's a bit of back-handed compliment. We started with knowledge management. You have to have the knowledge behind everything, whether its self-service or call centres. It's a bit odd that Salesforce.com decided to buy an on premise company. I think it's harder to do acquisitions and do them well. I don't believe you should mix on premise and on-demand. It takes away the ability to leverage the business model. I've seen speculation that this takeover could drive other consolidation, but any time that we've seen a vendor acquired, it's only helped our competitive position.



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Monday, December 10, 2007

Service Capability and Performance Standards

Service Strategies' Service Capability & Performance (SCP) Standards provide the definitive benchmark of service excellence in the technology industry. Three distinct disciplines - support, field service, and professional services - provide the framework for measuring performance, implementing best practices, and leveraging a network of professionals actively engaged in enhancing the quality of their service and support operations.




The SCP Standards were created by a consortium of industry leading companies committed to delivering world class services, along with Service Strategies Corporation and industry associations such as the Association for Services Management International (AFSMI) and others. Service Strategies applied the company's proven benchmark process to the development of the SCP Standards, which are updated annually to stay current with evolving trends and increasing customer demands. Service Strategies' portfolio includes three distinct disciplines:

Support
Improves organizations that deliver remote support services
Technical Support
Online Support Services
Proactive Support Services

Field Service
Improves organizations that deliver onsite support services
Field Technical Support
Break/Fix Services
Product Maintenance Services




Professional Service
Improves organizations that deliver planned / proactive services
Product Implementations
System Integration
Product or Services Consulting
The SCP Standards are used in more than twenty countries worldwide. The standards quantify service effectiveness based upon stringent performance standards and represent industry best practices. The SCP Standards require comprehensive audits to confirm that companies meet defined business requirements. Certified organizations must demonstrate their performance and commitment through annual re-certification.




Program criteria cover key performance factors such as customer satisfaction, service delivery processes, financial and operational performance, staff development and key organizational interfaces among others.




To learn more about the industry leading Service Capability & Performance Standards and what they can do for your business, Contact Us, or call at 858.674.4864, toll free in North America 800.552.3058 or email info@servicestrategies.com

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Service Capability & Performance (SCP) Standards
The Service Capability & Performance (SCP) Standards establish the global benchmark for service excellence. Developed by Service Strategies, in cooperation with approximately 50 leading service and support organizations from around the world, the SCP Standards have enhanced the capabilities and performance of service operations worldwide since 1998.




Why Adopt Standards?
Increase Efficiency and Productivity
Maximize Financial Performance
Achieve Global Consistency
Integrate Industry Best Practices
Create a Competitive AdvantageLearn moreSCP Program Features
Globally Accepted Service Standard
Independent Audit of Service Quality
Industry Benchmarking
Best Practice Sharing





SCP Member WebsiteLearn moreSee Who's Certified
View the list of certified organizations from around the worldLearn more
SCP Standards provide more than a simple quality program. They establish a community of companies committed to delivering exceptional service and support. The standards, which address the four distinct disciplines of support, eservice, field service and professional services, provide the framework for measuring performance, implementing best practices, and leveraging a network of professionals actively engaged in enhancing the quality of their operations. Service Strategies applies a proven benchmark process to update the SCP Standards annually, thereby ensuring they stay current with evolving industry trends.






Adopted by service and support organizations in more than 30 countries worldwide, SCP Standards provide the global benchmark of service excellence. The standards quantify service effectiveness based upon stringent performance benchmarks and represent industry best practices. Companies can achieve certification by undergoing a comprehensive audit of service operations to confirm that they meet the business requirements defined by the standards. Certified organizations must demonstrate their performance and commitment through annual re-certification.





SUPPORT STANDARDESERVICE STANDARDFIELD SERVICE STANDARDPROF. SERVICE STANDARD
The SCP Support Standard provides a foundation for improving and benchmarking support operations. It is designed for organizations that deliver remote support services such as:
Technical Support Services
IT Support and Help Desk Services
Managed ServicesLearn more





The SCP eService Standard provides a foundation for improving and benchmarking web-based support services. It can be used as a stand-alone program or as a supplement to the SCP Support Standard. The standard defines:
eService Best Practices
eService Performance levels
eService Measures of SuccessLearn more





The SCP Field Service Standard provides a foundation for improving and benchmarking field service operations. It is designed for organizations that deliver onsite services such as:
Field Technical Support Services
IT Deskside Support Services
Onsite Maintenance ServicesLearn more





The SCP Professional Service Standard provides a foundation for improving and benchmarking professional service operations. It is designed for organizations that deliver planned services such as:
Product Implementation
System Integration
Product or Services ConsultingLearn more





To learn more about the Service Strategies' industry leading solutions and what they can do for your business, Contact us or call at 858.674.4864 or toll free in North America 800.552.3058.
RELATED INFORMATION



Wednesday, November 14, 2007

Monday, May 21, 2007

SCP Standard

SCP Support Standard
How do we know the SCP Support Standard will fit our business and with our customers?
We have a complex product, how can we have the same standards as a basic product?
What's the difference between ISO 9000 and the SCP Support Standard?
We are already known for great service, and we feel there is little that we need to improve upon. Why would we want to spend time and money on something that would have an unknown impact on our support delivery?
How long will it take to become SCP Certified, from the time I join the program?
If we have some questions after we receive the SCP Support Standard materials how do we get assistance?
Our company has multiple locations and support centers. How do we determine the cost of having all of these centers certified?
Does this standard focus strictly on the U.S. market or are the SCP Standards available for international support sites?
Would it be possible to speak to the management team from an SCP Certified support center?

http://www.servicestrategies.com/index.cfm/fuseaction/certification.scpcertification_faq

ISO 9000 for Service Companies

Examples for Various Service Companies

ISO 9000 and Hospitality Services : Restaurant Sector
ISO 9000 and Health Services
ISO 9000 and Public Services
ISO 9000 and the Financial Sector
ISO 9000 and Communications : Trucking & Transport Companies
ISO 9000 and Maintenance : Mechanical
ISO 9000 and Commerce : Wholesale
ISO 9000 and the Professions : Consulting Firm
ISO 9000 and the Technical Sector : Test Laboratory
ISO 9000 and Administration : Computer Services
ISO 9000 and the Scientific Sector
ISO 9000 and customer care and support centres

http://www.strategis.gc.ca/epic/site/stco-levc.nsf/en/h_qw00040e.html
CAUTION: this site needs to be updated to conform to ISO 9001: 2000

Thursday, May 17, 2007

Technical Support Training

http://www.outsource2india.com/callcenter/process.asp

Technical Support process on line

The Roxen Technical Support process
How are support calls handled?

Your problem will be accurately detailed in our Service Request Tracking System. It will be assigned a Case Number for tracking purposes, and Priority level based on the Priority level you set for the call (see Support Priorities below). The Priority level determines the path your Case will follow to resolution. After completing the information regarding your call, our Technical Engineer will begin the process of isolating the problem and resolving it. In the process of isolating your issue you may be asked to provide additional information and documentation such as Cases, traces and core readouts. The Technical Support Engineer who initially spoke with you will determine your problem and manage it’s resolution. Typically, this engineer will be your primary contact for the Case Number assigned to your call. If necessary, your issue will also be reviewed and worked on, by either a member of the Tier Two Technical Support Engineering team. However Tier 1 support engineer will always take the ownership of the case.

Read more?
Are you a customer and want to contact Technical Support? Go to the Technical Support contact page.
Would you like to learn more about Roxen's support offerings? Go to the Technical Support page.

Support priorities

Priority is defined as a problem or situation that reflects customers system or software issues and that jeopardizes the operation.
Priority
Description
Critical
System production unit severely impacted or completely down. Project deliverables severely impacted. System operations of mission-critical applications are down.
High
Same as "Normal" but with more attention because of escalation.
Normal (Default priority)
Production unit functioning with limited use. Production unit unstable, with periodic interruptions. Mission-critical applications are not affected, but system interruptions occur. Time-sensitive question impacting performance or deliverables.
Low
General information. Need clarification of procedures or information in documentation. Product enhancement requests.
Response times

Typically all phone support requests are responded to directly. However, should you not be able to reach a Technical Support Engineer during your first contact with Roxen Support, please leave a voice mail message and the next available Roxen support representative will respond to your call as rapidly as possible within the defined response times for the call priority. If you do leave a voice message or choose to contact Roxen via email or the web please provide you name, phone number, and call severity in your communications. After responding your call, our Technical Engineer will normally begin the process of isolating the problem and resolving it, the service request is then "Activated". Below is a matrix describing the different response times depending on the priority of the service request.
Priority
Response
Activated
Update
Critical
0-1 hours
Immediately
4 hours
High
4 hours
Daily
Daily
Normal (Default priority)
1 day


http://www.roxen.com/services/support/process/

Call Centers


A call centre or call center (see spelling differences) is a centralised office used for the purpose of receiving and transmitting a large volume of requests by telephone.
A call centre is operated by a
company to administer incoming product support or information inquiries from consumers. Outgoing calls for telemarketing, clientele, and debt collection are also made. In addition to a call centre, collective handling of letters, faxes, and e-mails at one location is known as a contact centre.

A call centre is often operated through an extensive open workspace for
call centre agents, with work stations that include a computer for each agent, a telephone set/headset connected to a telecom switch, and one or more supervisor stations. It can be independently operated or networked with additional centres, often linked to a corporate computer network, including mainframes, microcomputers and LANs. Increasingly, the voice and data pathways into the centre are linked through a set of new technologies called computer telephony integration (CTI).
Most major businesses use call centres to interact with their customers. Examples include utility companies, mail order catalogue firms, and customer support for computer hardware and software. Some businesses even service internal functions through call centres. Examples of this include help desks and sales support.

Contents
1 Mathematical theory
2 Accommodation
3 Technology
4 Patents
5 Call centre dynamics
6 Management of call centres
7 Forecasting demand
8 Call centre performance
9 Refinements of call centres
10 Additional issues in call centres
11 Variations on the generic call centre model
12 Criticism of call centres
13 Unionisation of call centres in North America
14 References
//

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.............................................. UNDER DEVELOPMENT .............................................................

STQC-STD-ITES-OOl, VERSION 1.0

Quality management systems - Requirements 1 Scope

1.1. General

This Standard specifies requirements for a quality management system where an organisation

a) Needs to demonstrate its ability to consistently provide product that meets customer and applicable regulatory requirements, and

b) Aims to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable regulatory requirements.

NOTE In this Standard, the term "product" applies only to the product intended for, or required by, a customer.

The call center needs to demonstrate that it provides the product/services to its client organisations and customers that meets,

(a) Customer(includes client organisations) requirements

(b) All applicable regulatory and statutory requirements to provide such product/services.

The call center also needs to demonstrate that the application of Quality management system ensures continual improvement of system processes to enhance customer satisfaction.

Note: For the purpose of this standard only the product/services required by the customer are covered.

STQC-STD-ITES-001 provides guidelines beyond the requirements given in ISO 9001 in order to consider both the effectiveness and efficiency of a quality management system, and consequently the potential for improvement of the performance of an organisation.
When compared to boxed requirements, the objectives of customer satisfaction and product quality are extended to include the performance of the processes and organisation.

STQC-STD-ITES-001 is applicable to the processes of the organisation and consequently the quality management principles on which it is based can be deployed

'U:llity management systems-Guidelines for performance improvement of customer contact services

5













throughout the organisation. The' s:' ongoing improvement, measured through

STQC-STD-ITES-001 consists of guidance and recom e a s and is intended fo certification, contractual use, and as a guide to the implementation of ISO 9001.

1.2 Application

All requirements of this Standard are sector specific and are intended to be applicable to all call centers, regardless of type, size and product provided.

Where any requirement(s) of this Standard cannot be applied due to the nature of an organisation and its product / services, this can be considered for exclusion.

Where exclusions are made, claims of conformity to this Standard are not acceptable unless these exclusions are limited to requirements within clause 7, and such exclusions do not affect the call center's ability, or responsibility, to provide services that fulfils customer and applicable regulatory requirements.

The requirements specified address all types of customer contact service providers voice, web based ,fax and mail, a combination; or integrated call center domestic, international, captive / out located; or outsourced Inbound, telesales, marketing, outbound; or technical support / help desk contact centers

The Call center can exclude certain requirement(s) within clause 7.0 of this standard, that does not affect its ability to provide acceptable product / services, that meets

(a) Customers (including clients) requirements (b) Applicable statutory and regulatory requirements.

The example of such exclusion may be 7.3 Design and Development, where a call center does not design any specific product/services or packages to meet specific customer's requirements but provides the established product/services only.

2 Normative Reference

The following normative document contains provisions, which, through reference in this text, constitute provisions of this Standard. For dated references, subsequent amendments to, or revisions of, any of these publications do not apply. However, parties to agreements based on this Standard are encouraged to investigate the

6

Quality management systems-Guidelines for performance improvement of customer contact services



STQC-STD-ITES-001, VERSION 1.0

possibility of applying the most recent edition of the normative document. For undated references, the latest edition of the normative document referred to apply.

ISO 9000 :- Quality management systems - Fundamentals and vocabulary

For additional references and resource material, kindly refer to the Annex A.

3 Terms and definitions

For the purposes of this Standard, the terms and definitions given in ISO 9000 apply.

The following terms, used in this edition of standard to describe the supply chain, have been changed to reflect the vocabulary currently used:

Supplier -7 Organisation -7 Customer

The term "organisation" refers to the unit to which this Standard applies. Throughout the text of this Standard, wherever the term "product" occurs, it can also mean "service".

The call center should refer to the international standard ISO 9000:2000, - Quality management systems - Fundamentals and vocabulary, for the definition of terms used.

The terms used to describe supply chain are

Supplier -7 Organisation -7 Customer

In call centers perspective

Customer Means (a) End user: The ultimate user of call center product/services (b) Client hiring the services of call center

Organisation Means Call Center

Supplier means the person or organisation supplying the products or services to the call center (vendors of the call centers)

Other Terms and Definitions used for call centers and in these guidelines are:

Agent or representative: person of call center engaged in response to the end-user

Quality management systems-Guidelines for performance improvement of customer contact services

7



STQC-STD-ITES-001, VERSION 1.0

Average Speed of Answer: The average time a caller waits in queue before the call is answered by an agent ( not the IVR or auto attendant)

Call Center or Contact Center: Call center is telephone/web based service center for specific customer activities and used for number of customer related functions like, marketing, selling, Information dispensing, technical support etc.

Client: The organisation contracting for customer contact service operations.

Contract: Agreement between call center and a client to provide call center services.

Downtime: Total period that a service or its component is not operational, as per agreed service times.

End user: The ultimate user of the service, the customers of the clients.

Hardware: the physical part of the infrastructure/equipment

IT: Information technology

Metrics: Measures used to track performance. Examples are in Annex E

Remote processing: Using the supplier's equipment to perform a function for in-house staff.

Service Level Agreement ( SLA ): written agreement between a service provider and the client that documents agreed service levels for a service.

Software: The programs/ instructions used to operate the hardware equipment for providing the services.

Shared Service: The call office support for a number of operational units provided from one center.

Supplier: The organisation/person supplying the products/ equipment or services to the Call center.

Transaction I Call Monitoring: Review of the format, style, knowledge and professionalism, accuracy of information as it is provided by an agent to end-user. For voice calls is usually carried out by remote / record and review / side by side observation of calls. For e-mails or fax it is carried out by review of responses to end-users.

8

Quality management systems-Guidelines for performance improvement of customer contact sen· ice



STQC-STD-ITES-001, VERSION 1.0

4 Ouality management system

4.1 Managing systems and processes

Rationale Provides a systematic and visible way to lead and operate an organisation that continually improves performance.

The organisation shall establish, document, implement and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this Guideline.

01. Are the processes needed for OMS identified?

02. Are the sequence and interaction of these processes determined?

03. Are the criteria and methods required to ensure the effective operation and control of these processes determined?

04. Is availability of information necessary to support the operation and monitoring of these processes ensured?

05. Does the organisation measure, monitor and analyse these processes and implement action necessary to achieve planned results and continual improvement?

06. Are outsourced processes identified and controlled?

These processes shall be managed by the organisation in accordance with the requirements this standard.

NOTE Processes needed for the quality management system referred to above should include processes for management activities, provision of resources, product realisation and measurement.

The call center shall identify the processes needed for establishment of a quality management system conforming to this standard. For example the processes that may be identified are, Human resource management, Infrastructure maintenance, information collection and delivery, processing of transactions and customer queries, performance analysis and customer feedback, Security and confidentiality of Client and Customer related Information, review and audit, and monitoring processes etc. These processes

I. management systems-Guidelines for performance improvement of customer contact services

9



STQC-STD-ITES-001, VERSION 1.0

should include any outsourced processes such as delivery of non-electronic messages, faxes, collection of articles etc. These processes shall be controlled in a manner that they meet the acceptance criteria for delivery of product/services and are effective in meeting the product/service objectives to achieve customer satisfaction. The call center shall identify improvement opportunities and implement actions necessary to continually improve the overall effectiveness of the processes to achieve planned results. Wherever needed that system processes shall be documented.

4.2 Documentation

Rationale

Provides information and supporting evidence of the effectiveness and efficiency of the quality management system.

4.2.1 General

01. Does the Quality Management System include

1. -documented procedures required by the standard

2. documents required by the organisation to ensure the effective operation and control of its process

PS: Documented procedure means that the procedure to be established, documented, implemented and maintained

02. Does the extent of QMS documentation correspond to the

1. Size (i.e. number of seats, size on the basis of Number of customers, volume of transactions etc.) and

2. type of organisation (handling simple customer transactions and referral, to address more complex customer problems or to handle problem and dispute resolution, Electronic/non-electronic)

3. Complexity and interaction of the processes (Type of technology used, number and type of actions to be performed for executing the transactions, demographic location and linguistic segments of customers etc.)

4. competence of personnel(Skill. knowledge, experience and education of personnel and training support)

10 Quality management systems-Guidelines for performance improvement of customer contact service



STQC-STD-ITES-001, VERSION 1.0

PS: The documented procedures and documents may be in any form or any type of medium.

e call center shall document the following for quality management system,

a) Statement of quality policy that provides the overall direction to the center and center's quality objectives

(b) A quality manual describing the quality management system of the center.

(c) Quality management system procedures (the procedures required by the standard and those identified by the call center).

(d) Records to provide the evidence of conformity of processes and product/services.

The call center shall determine the need of documentation on the basis of

(1) Size of call centers i.e. number of seats, size on the basis of Number of customers, volume of transactions etc.

(2) Type of transactions (, handling simple customer transactions and referral, to address more complex customer problems or to handle problem and dispute resolution, Electronic/non-electronic.)

(3) Competence of available personnel (Skill, knowledge, experience and education of personnel and training support)

(4) The complexity of processes and interactions (Type of technology used, number and type of actions to be performed for executing the transactions, demographic location and linguistic segments of customers etc.)

The medium of documentation e.g. on electronic media, paper or other shall be defined.

4.2.2 Quality manual

Q1. Is there a quality manual established and maintained?

Q2. Does the quality manual include:

1. the scope of QMS, including details of and justification for any exclusions from within clause 7.0(See clause1.2)

Quality management systems-Guidelines for performance improvement of customer contact services

11

f



STQC-STD-ITES-OOl, VERSION 1.0

2. documented procedures or reference to them

3. a description of the sequence and interaction of the processes included in OMS

Q3. Is the quality manual controlled?

PS: Quality manual may be part of the c;werall documentation of the organisation

The call center shall establish and maintain a quality manual in documented form. The manual shall describe,

(a) The scope of quality management system i.e. the product/services and functions of call center to be covered.

(b) The details of justification for exclusions with in clause 7.0 of the standard (refer clause 1.2 )

(c) The documented procedures of quality management system or reference to them

(d) The interactions of quality management system processes established in the call center for delivery of satisfactory product/services and achieve customer satisfaction.

(e) The call center may include in addition to this the salient features of product/services being offered and of infrastructure and other strengths as a part of quality manual

4.2.3 Control of Documents

Documents required by the quality management system shall be controlled.
Records are a special type of document and shall be controlled according to the requirements given in 4.2.4.

Q1. Are the documents required for the OMS system controlled?

Q2. Is there a documented procedure established to:

1. approve documents for adequacy prior to use

2. review, update as necessary and re-approve documents

3. identify the current revision status of documents

12 Quality management systems-Guidelines for performance improvement of customer contact services



STQC-STD-ITES-001, VERSION 1.0

4. ensure that the relevant versions of applicable documents are available at points of use

5. ensure that documents remain legible, readily identifiable and retrievable

6. ensure that documents of external origin are identified and their distribution controlled

Prevent the unintended use of obsolete documents and to apply suitable identification to them if they are retained for any purpose

03 Are there documents in electronic form?

If yes, are suitable controls of identification, access control, virus protection and Back ups exercised in addition to 02 above.

J

04 Are above provisions also exercised on knowledge base ( where applicable)

(a) The documents/guidelines provided by the client shall also be controlled under the provision of this clause.

(b) In case the documents are maintained on electronic media suitable identification of the directory structure and read/write access control shall be defined and practised to ensure availability at point of use and integrity of documents. The documents may also be controlled through the provision of configuration management tools. Proper protection of the documents form virus and other risks shall be made. Suitable Backup shall be maintained.

4.2.4 Control of records

01. Are records required for the OMS controlled?

02. Do such records provide evidence of conformance to requirements and of effective operation of the OMS?

03. Is there a documented procedure established for the identification, storage, retrieval, protection, retention time and disposition of quality records?

04. Are there records in electronic form?

If yes, are suitable controls of access control, virus protection and back ups exercised in addition to 03 above.

Quality management systems-Guidelines for performance improvement of customer contact services

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STQC-STD-ITES-001, VERSION 1.0

Provision as defined in 4.2.3 for documents on electronic media also applies to records on electronic media.

5 Management responsibility

5.1 Management commitment

Rationale

Ensures the consistent and visible involvement of top management.

01. Is there evidence of top management commitment to the development and improvement of the OMS by:

1. communicating to the organisation the importance of meeting customer as well as regulatory and legal requirements

2. establishing the quality policy and objectives

3. conducting management reviews

4. ensuring the availability of resources

The top management of call center shall communicate to the entire person the importance of providing product! services that meets clients and end user requirements in compliance with regulatory requirements (Dot Guidelines, IT act etc.).
This can be communicated in the form of policy statements or objectives.

Please refer explanation of 5.3 and 5.4.1, 5.6 and 6

5.2 Customer focus

Rationale

Assures that the quality management system considers the needs and expectations of customers, to get an effective and efficient system.

01. Does the t p management ensure that the

1. customer needs and expectations are determined

2. converted into the requirements for the organisation and

14 Quality management systems-Guidelines for performance improvement of customer contact service_



STQC-STD-ITES-OOl, VERSION 1.0

3. fulfilled with the aim of achieving customer satisfaction

PS: When determining customer needs and expectations, it is important to consider obligations related to product including regulatory and legal requirements (See 7.2.1 and 8.2.1)

Please refer explanation of 7.2.1 and 8.2.1

5.3 Quality policy

Rationale Ensures all customer needs are understood and provides direction to the total organisation leading to visible and expected results.

Q1. Does the top management ensure that the quality policy

1. is appropriate to the purpose of the organisation

2. includes a commitment to meeting requirements and to continual improvement

/3. provide a frame work for establishing and reviewing quality objectives

4. is communicated ~nd understood at appropriate levels in the organisation

5. is reviewed for continuing suitability

Top management shall document its policy with regard to quality that provides commitment to continually improve the quality management system to meet the requirements (client and end user). The policy must be,

(a) Appropriate to the product/services being provided by the call center

(b) It shall provide framework to establish and review objectives.

The quality policy should address one or more of the following,

(a) Customer (client and end-user) satisfaction

(b) Quality of product/services

(c) Development of Human resources and infrastructure

Quality management systems-Guidelines for performance improvement of customer contact services

15



STQC-STD-lTES-001, VERSION 1.0

Top management shall ensure that this policy is well communicated to all call center personnel and understood by them. The management shall ensure that employee commitment and working is in alignment with call center's quality policy.

5.4 Planning

Rationale

Translates the quality policy into measurable objectives and plans to provide clear focus on important areas throughout the organisation.

Enhances learning from previous experiences.

5.4.1 Quality objectives

Q1. Does the top management ensure that the quality objectives are established at relevant functions and levels within the organisation?

Q2. Are the quality objectives measurable and consistent with the quality policy including commitment to continual improvement?

Q3. -00 the quality objectives include those needed to meet requirements for product? (See 7.1)

The top management of the call center shall establish quality objectives (goals) at relevant functions and levels of the organisation in line with the quality policy.

For example the objectives at organisation level may be related to (a) First call resolution (b) Customer satisfaction (c) Human Resource development (d) Technological advancements (e) Product/service cost and efficiency

The objectives at different levels for example may be, (I) Number of customer handled per employee

(II) Staff attrition

(III) Customer retention

(IV) Keying error rate

(V) training hours per employee per year

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The organisations shall established measurement methods for these quality objectives and achievements and review the same.

5.4.2 Ouality planning

01. Does the top management ensure that the resources needed to achieve the quality objectives are identified and planned?

02. Is the output of planning documented?

03. Does the quality planning include:

1. the processes of OMS, considering permissible exclusions (See 1.2)

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2. the resources needed

continual improvement of OMS

04. Does the planning ensure that change is conducted in a controlled manne! and that the integrity of the QMS is maintained during the change?

Top management shall review all the changes in Quality management system that the integrity of the quality management system is maintained to meet the requirements (Standard ISO-9001 :2000, Client, End user, regulatory, Statutory and other requirements)

5.5 Responsibility, authority and communication

Rationale

Provides an organisation-wide, consistent and comprehensive approach and clarifies roles and responsibilities.

5.5.1 Responsibility and authority

Q1. Are functions and their interrelations within the organisation, including responsibilities and authorities, defined and communicated in order to facilitate effective quality management?

The call center should identify the need for issuing the documented statements of responsibility and authority of different personnel in the organisation e.g. job profile or Duty roasters. The Call center should prepare an organisation chart to define interrelation of personnel.

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STQC-STD-ITES-001, VERSION 1.0

5.5.2 Management representative

Q1. Has the top management appointed member(s) of the management as its representative?

Q2. Does the responsibility and authority of management representative(s) include:

1. ensuring that processes of the quality management system are established and maintained

2. reporting to top management on the performance of the quality management system including needs for improvement

3. promoting awareness of customer requirements throughout the organisation

PS: Responsibility of management representative may include liaison with external parties on matters relating to QMS

(a) The call center should appoint a person as management representative who has facilitator and leadership qualities.

(b) The responsibilities of management representative should be given in addition to existing responsibilities.

(c) The Management representative shall identify means and methods to promote awareness about customer requirements in the organisation.

(d) The management representative should also liaison with external parties such as certification body, auditors, consultants or any other person for matters pertaining to quality management system.

5.5.3 Internal communication

Q1. Does the organisation ensure communication between its various levels and functions regarding the processes of OMS and their effectiveness?

Top management shall identify suitable means to ensure effective communication among the personal about quality policy, objectives, their responsibility, authority, etc. The methods may include electronic (e-mail, organisation networking etc.) and non-electronic methods (meetings, circulars) etc.

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5.6 Management review

Rationale

Involves top management in the improvement of the quality management system.

Assesses whether plans have been achieved and indicates appropriate action for improvement.

5.6.1 General

01. Does the top management review the QMS at planned intervals to ensure its continuing suitability, adequacy and effectiveness?

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02. Does the review evaluate the need for changes to the organisation's QMS including quality policy and objectives?

03. Are results of management reviews recorded? (See 4.2.4)

Top management of the call center shall plan and conduct reviews of quality management system to ensure that the system is effective in meeting the following

(a) Requirements of Quality management system

(b) Client/end user requirements

(c) Quality Objectives

(d) Regulatory and statutory requirements

The records of reviews shall be maintained.

5.6.2 Review input

01. Do the inputs to the management review include current performance and improvement opportunities related to the following:

1. results of audits ( it may include process, HR and client audit)

2. customer feed back ( Client and end user)

3. process & product conformance ( performance against defined SLA )

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STQC-STD-lTES-001, VERSION 1.0

4. status of preventive and corrective actions

5. follow-up actions from earlier management reviews

6. changes that could affect the QMS

PS: In addition are following reviewed?

Staff attrition & recruitment, Technological enhancements, Infrastructure needs Agent performance, Return on Investment, customer retention rate, traffic volume forecast etc.

To review the effectiveness following shall be reviewed,

(a) Result of audit (internal and external) (it may include process, HR and client audits)

(b) Customer feedback (Client and end user) (it may include customer survey reports)

(c) Product/service process performance and errors in delivery of product/services

(d) Implementation and effectiveness of preventive and corrective actions

(e) Status of actions from previous review

(f) Changes in Quality Management System

(g) Proposed actions for improvement In addition the Call center may also review

(a) Staff attrition & recruitment

(b) Technological Enhancements

(c) I nfrastructu re needs

(d) Agent performance

(e) Return on investment

(f) Customer retention rate

(g) Traffic volume forecasts etc.

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5.6.3 Review output

01. Do the outputs from the management review include actions related to:

1. improvement of the OMS system and its processes

2. improvement of product related to customer requirements

3. resource needs

The top management shall identify the actions needed for the improvement of Ouality Management system and product/services. The resources needed for implementation of such improvement actions shall also be identified.

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6 Resource management

Rationale

Ensures the availability of adequate resources in terms of people, infrastructure, work environment, information, suppliers and partners, natural resources and (inancial resources so that the objectives of the organisation can be achieved.

6.1 Provision of resources

01. Does the organisation determine and provide, in a timely manner, the resources needed

1. to implement and improve the processes of the OMS

2. to enhance customer satisfaction

6.2 People

Rationale

Provides better understanding of roles, responsibilities and goals and enhances involvement at all levels in the organisation in order to achieve performance improvement objectives.

Encourages recognition and reward.

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STQC-STD-ITES-001, VERSION 1.0

6.2.1 General

Q1. Are the personnel, assigned with the responsibilities defined in the OMS, competent on the basis of applicable education, training, skills and experience?

The call center shall ensure that the personnel meet the competency requirements.

The call center shall define competency criteria covering education, experience, skill and training for the personnel, engaged in the work affecting the quality of product/service.

6.2.2 Competence, awareness and training

Q1. Does the organisation

1. identify competency needs for personnel performing activities affecting quality

2. provide training to satisfy these needs

3. evaluate the effectiveness of the training provided

4. ensure that its employees are aware of the relevance and importance of their activities and how they contribute to the achievement of quality objectives

5. maintain appropriate records of education, experience, training and qualifications (See 4.2.4)

PS: The training in call center for meeting the competency requirements may include, (a) Customer service/CRM (b) Negotiation Skills (c) Product knowledge and system training (d) Policy and procedures (e) Call handling Techniques (f) Stress Management (g) Quality System related (h) Hardware and Software related.
(i) Linguistic skills, accent etc.

A person may require passing a skill based competency test prior to handling the call. The other action may be to engage the person in the activities under supervision I monitoring.

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Quality management systems-Guidelines for performance improvement of customer contact seni e



e call center shall determine the competency needs of the personnel. The call center ould define the knowledge and skills required for the job.

)mpetency needs shall be met through training or other methods.

Ie training in call center for meeting the competency requirements may include, Customer service/CRM I Negotiation Skills Product knowledge and system training 1) Policy and procedures ) Call handling Techniques ) Stress Management ) Quality System related ) Hardware and Software related.
l Linguistic skills

le call center must evaluate the effectiveness of training to ensure that the competency iquirements are met. For example, a person may require passing a skill based )mpetency test prior to handling the call. The other action may be to engage the person the activities under supervision/ mentoring.

.'le call center shall maintain the records of education, training, skills and experience of 3rsonnel.

.3 Infrastructure

'ationale

'rovide for effective use of resources other than human resources.

:nhance understanding of restrictions and opportunities to ensure that objectives and lans are achievable.

Q1. Does the organisation identify, provide and maintain the facilities needed to achieve conformity of the product, including

1. Building, workspace and associated facilities

2. Equipment both hardware and software such as IT infrastructure (Bandwidth,



STQC-STD-ITES-001, VERSION 1.0

LAN, Client workstation, WAN, Routers, Web servers, email servers), Telecom Infrastructure such as EPBAX, Automatic call distribution etc.) and integration equipment to provide the product/service.

3. supporting services such as transport

PS: The call center should prepare effective maintenance schedules for maintaining the above infrastructure. These maintenance I transport services may be outsourced as per the need.

The call center shall determine, provide and maintain the infrastructure needed to provide effective customer services.

The infrastructure include,

(a) Building, workspace and associated utilities

(b) Process equipment both hardware and software such as IT infrastructure (Bandwidth, LAN, Client workstation, WAN, Routers, Web servers, email servers), Telecom Infrastructure such as EPBAX, Automatic call distribution etc.) and integration equipment to provide the product/service.

(c) Support services such as delivery of messages/articles or email etc.

The call center should prepare effective maintenance schedules for maintaining the above infrastructure. These maintenance services may be outsourced as per the need.

6.4 Work environment

Rationale

Provide for effective use of resources other than human resources.

Enhance understanding of restrictions and opportunities to ensure that objectives and plans are achievable.

Q1. Has the organisation identified and managed the human and physical factors of the work environment needed to achieve conformity of product?

Are proper ambient conditions maintained to ensure that the personnel perform to their best ability? This includes adequate lighting, humidity and temperature control,

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STQC-STD-ITES-OOl,VERSION 1.0

noise control etc. In case certain equipment needs specific environment for optimum performance, are the same maintained?

PS: As the call center services are highly people oriented, the call center may determine the work environment requirements related to people to keep them motivated and involved in providing satisfactory product!
services.

For this the call center may consider facilities for people, reward and suggestion schemes, health, safety schemes for the people, ergonomics issues etc.

The call center shall maintain proper ambient conditions to ensure that the personnel perform to their best ability. This includes adequate lighting, humidity and temperature control, noise control etc. In case certain equipment needs specific environment for optimum performance, the same shall be maintained.

Note: As the call center services are highly people oriented, the call center may determine the work environment requirements related to people to keep them motivated and involved in providing satisfactory product/services.

For this the call center may consider facilities for people, reward and suggestion schemes, health, safety schemes for the people, ergonomics issues etc.

7 Product realisation

7.1 Planning of product realisation

Rationale

Structures the operations of the organisation to achieve a desired result.

Q1. Is the planning of the realisation processes consistent with the other requirements of the organisation's OMS?

PS: Product realisation is the sequence of processes and sub-processes required to achieve the product.

Q2. Is the planning documented in a form suitable for the organisation's method of operation?

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STQC-STD-ITES-001, VERSION 1.0

03. In planning the processes for realisation of product, does the organisation determine the following, as appropriate:

1. quality objectives for the product, project or contract

2. the need to establish processes and documentation and provide resources and facilities specific to the product

3. verification and validation activities and the criteria for acceptability

4. the records that are necessary to provide confidence of conformity of the processes and resulting product

PS: Documentation that describes how the processes of the OMS are applied for a specific product, project or contract may be referred to as a quality plan.

a) The call center shall establish the quality objectives related to product/services. For example the product/service related objectives may be,

(i) Response time for a call (e.g. all calls on telephone shall be answered in 30 seconds.)

(ii) All messages will be processes with in four hours on email.

(iii) Average time for completing a call

(iv) % Number of calls completed in average time

b) The call center shall identify and implement main and support processes needed to achieve product/service conformance, for example the processes may include, process for client agreement (SLA), design and development of new product/services specific to client's requirements, process for product/service delivery depending on the client agreement, security of customer information, maintenance of back-ups etc.

Note: The call center may define all the processes in form of a client/service specific quality plan defining, processes, responsibility, resources needed, records etc.

7.2 Customer-related processes

Rationale

Ensures that resources and activities are managed as processes.

Quality management systems-Gui.delines for performance improvement of customer contact sen Ice_
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STQC-STD-ITES-OOl, VERSION 1.0

Ensures that customer needs and expectations are understood throughout the organisation.

7.2.1 Determination of requirements related to the product

01. Does the organisation determine the customer requirements including:
1. the product requirements specified by the customer, including the requirements for availability, delivery and support 2. product requirements not specified by the customer but necessary for the intended or specified use 3. obligations related to product, including regulatory and legal requirements

The Call center shall identify requirements of its clients and end users related to product/ services. These should be defined as a part of service level agreement (SLA). The requirements shall include following,

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(a) Customer stated requirements for product/service and follow-up for example,

Voice call, e-mail service.Productmarketing.Callfollow-up.transactionsetc..This may also include sliding scale or fixed compensation structure.

(b) Requirements not stated by the customer for example, Courtesy, salutations, attitudes, etc.

(c) Statutory and regulatory requirements, for example, VoIP, Security and confidentiality of Information, Service related acts etc.

(d) Additional Requirements identified by the call center.

7.2.2 Review of requirements related to the product

01. Does the organisation review the identified customer requirements together with additional requirements determined by the organisation?

02. Is this review conducted prior to the commitment to supply a product to the customer? (Ex. Submission of tender, acceptance of a contract or order)

03. Does this review ensure that:

1. product requirements are defined

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STQC-STD-ITES-001, VERSION 1.0

2. where the customer provides no documented statement of requirement, the customer requirements are confirmed before acceptance

3. Contract or order requirements differing from those previously expressed (Ex.
In a tender or quotation) are resolved

4. the organisation has the ability to meet defined requirements

04. Are the results of review and subsequent follow-up actions recorded? (See 4.2.4)

05. Where product requirements are changed, does the organisation ensure

1. that relevant documentation is amended and

2. relevant personnel are made aware of the changed requirements

The call center shall review the identified requirements prior to signing the SLA and other agreements.

The c8:" center shall ensure that all requirements are clear and call center has the capability to meet the requirements i.e. to provide the required services.

The capability may be determined in respect to, (a) Infrastructure (Hardware and Software) (b) Personnel Competence (c) Facilities (d) Transaction Volume etc.

The agreed requirements shall be communicated to all the relevant personnel.

The changes to the agreed requirements shall be reviewed in the similar manner and agreed changes are communicated to all the relevant personnel.

7.2.3 Customer communication

Q1. Has the organisation identified and implemented arrangements for communication with customers relating to:

1. product information

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STQC-STD-ITES-OOl, VERSION 1.0

2. enquiries, contracts or order handling, including amendments

3. customer feed back, including customer complaints

The Call center should use effective CRM practices.

7.3 Design and development

Rationale

Structures the design and development processes to respond effectively and efficiently to the needs and expectations of the customers and other interested parties.

Design and development in call center is applicable when a call center develops new service packages to meet the client requirements.

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7.3.1 Design and development planning

Q1. Is there evidence of organisation planning and controlling design and/or development of product

Q2. Does the design and/or development planning determine

1. stages of design and/or development processes

2. review, verification and validation activities appropriate to each design and/or development stage

3. responsibilities and authorities of design and/or development activities

Q3. Are interfaces between different groups involved in design and/or development managed to ensure effective communication and clarity of responsibilities?

Q4. Is the planning out put updated, as appropriate, as the design and/or development progresses?

7.3.2 Design and development inputs

Q1. Are the inputs relating to product requirements defined and documented?

Q2. Do these include

Quality management systems-Guidelines for performance improvement of customer contact services

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STQC-STD-ITES-001, VERSION 1.0

1. functional and performance requirements

2. applicable regulatory and legal requirements

3. applicable information derived from previous similar designs and

4. any other requirements essential for design and/or development

03. Are these inputs reviewed for adequacy and incomplete, ambiguous or conflicting requirements resolved?

The design input in a call center shall include, (a) Client requirements (SLA and performance) (b) Statutory and regulatory requirements (c) Input from similar services in past (d) End user profile (e) Technological issues etc.
(f) Market survey reports (benchmarks)

7.3.3 Design and development outputs

01. Are the outputs of the design and/or development process documented in a manner that enables verification against the design and/or development inputs?

02. Does the design and/or development output

(

1. meet the design and/or development input requirements

2. provide appropriate information for production and service operations (See 7.5)

3. contain or reference product acceptance criteria

4. define the characteristics of the product that are essential to its safe and proper use

03. Are the design an/or development output documents approved prior to release?

The design output in a call center includes following, (i) Service specifications

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Quality management systems-Guidelines for performance improvement of customer contact services



(ii) Competency requirement of personnel (iii) Hardware and software requirements (iv) Guidelines for execution of services (v) Training material (vi) Knowledge base (vii)Acceptance criteria for services (viii) Risk management information etc.

7.3.4 Design and development review

01. Are systematic reviews of design and/or development conducted at suitable stages to

1. evaluate the ability to fulfil requirements

2. identify problems and propose follow-up actions

02. Do such reviews include representatives of functions concerned with the design and/or development stage(s) being reviewed?

03. Are the results of reviews and subsequent follow-up actions recorded? (See 4.2.4)

7.3.5 Design and development verification

01. Are design and/or development verification performed to ensure that the out put meets the design and/or development inputs?

02. Are results of the verification and subsequent follow up actions recorded? (See 4.2.4)

The verification of the designed service may be performed in one or a combination of following methods, (a) Comparison of design output w.r.t design input (b) Review of the designed service with client.
(c) Comparison with similar past services (d) Simulation run (e) Testing (f) Experts comments on the design services

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STQC-STD-ITES-001, VERSION 1.0

7.3.6 Design and development validation

01. Are design and/or development validations performed to confirm that the resulting product is capable of meeting the requirements for the intended use?

02. Where applicable, are validations completed prior to the delivery or implementation (intended use) of the product?

03. Where it is impractical to perform full validation prior to delivery or implementation, are partial validations done to the extent applicable?

04. Are results of validation and subsequent follow-up actions recorded? (See 4.2.4)

The validation of the design services may be performed through one or combination of following methods, (a) Client and end user feedback on actual delivered service (b) Partial validation by using through simulation and customer review (c) Comparing service results with service specifications etc.

7.3.7 Control of design and development changes

01. Are design and/or development changes identified, documented and controlled?

(

02. Does this include evaluation of the effect of the changes on constituent parts and delivered products?

03. Are changes verified and validated as appropriate and approved before implementation?

04. Are results of the review of changes and subsequent follow-up actions documented? (See 4.2.4)

7.4 Purchasing

Rationale Ensures that suppliers are aligned with the organisation's quality policy and objectives.

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7.4.1 Purchasing process

01. Does the organisation control its purchasing processes to ensure purchased product conforms to requirements?

02. Does the type and extent of control dependent upon the effect on subsequent realisation processes and their output?

03. Does the organisation evaluate and select suppliers based on their ability to supply product in accordance with the organisation's requirements?

04. Are the criteria for selection and periodic evaluation defined?

05. Are the results of evaluations and subsequent follow-up actions recorded? (See 4.2.4)

)

The call center shall purchase products/services that meet the specified requirements.
The call center shall establish a process for identification, selection, and approving the vendors. Following may be considered for this,

(a) Information sources for identification of probable vendors

(b) Reputation

(c) Experience of vendor

(d) Ability to supply the required product or service (e) Product/service technology, reliability etc.

(f) Ability to provide product support (g) Quality management system.
(h) Benchmarks (performance parameters) (i) Security aspects U) Vendor control

7.4.2 Purchasing information

01. Do the purchasing documents contain information describing the product to be purchased, including where appropriate

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STQC-STD-ITES-OOl, VERSION 1.0

1. requirements for approval or qualification of product,

procedures

processes

equipment and

personnel

2. OMS requirements

02. Does the organisation ensure adequacy of specified requirements contained in the purchasing documents prior to their release?

This pertains to service agreements, purchase orders etc. and information contain therein.

7.4.3 Verification of purchased product

01. Does the organisation identify and implement the activities necessary for verification of purchased product?

02. Where the organisation or its customer proposes to perform verification activities at the supplier's premises, does the organisation specify the intended verification arrangements and method of product release in the purchasing information?

(

7.5 Production and service provision

Rationale

Ensures sustained customer satisfaction by producing products, delivering services and providing support functions that meet customer needs and expectations.

7.5.1 Control of production and service provision

01. Does the organisation control production and service operations through

1. the availability of information that specifies the characteristics of the product

2. where necessary, the availability of work instructions

3. the use and maintenance of suitable equipment for production and service operations

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STQC-STD-ITES-001, VERSION 1.0

the availability and use of measuring and monitoring devices

the implementation of monitoring activities

the implementation of defined processes for release, delivery and applicable post-delivery activities

~ontrolled condition for delivery of products/service and post delivery activities les, nowledge base, scripting and other information ilailability of work instruction/ procedure for key processes apable processes for delivering desired services using suitable hardware and >ftware 'ocess and transaction monitoring tools, process audits

Validation of processes for production and service provision

Does the organisation validate any production and service processes where the resulting output cannot be verified by subsequent measurement or monitoring?

Does this include any processes where deficiencies may become apparent only after the product is in use or the service has been delivered?

Does the validation demonstrate the ability of the processes to achieve planned results?

Does the organisation's definition of arrangements for validation include the following as applicable:

qualification of processes

qualification of equipment and personnel

use of defined methodologies and procedures

requirements of records

revalidation



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STQC-STD-ITES-OOl, VERSION 1.0

This includes processes such as voice response to customer calls. Theses processes shall be validated through

a) Defined criteria for review and approval of the processes. (This may include mock transactions with the identified customers, process audit results, transaction monitoring data)

b) Approval of hardware and software

c) Skill and competence of personnel,

d) Use of specific methods and procedures and tools,

e) Requirements for records of validation (see 4.2.4), and

f) Revalidation shall be done as and when necessary.

7.5.3 Identification and traceability

01. Does the organisation identify, where appropriate, the product by suitable means throughout production and service operations?

02. Does the organisation identify the status of the product with respect to measurement and monitoring requirements?

03. Opes the organisation control and record the unique identification of the product, where traceability is a requirement? (see 4.2.4).

,

The call center shall identify the traceability requirements for call responses and transactions. To meet theses traceability requirements suitable identification methods shall be identified and used. These should include following, (i) Client (ii) End user (iii) Call center agent (iv) Configuration management (v) Knowledge base (vi) Hardware

7.5.4 Customer property

01. Does the organisation exercise care with customer property while it is under the organisation's control or being used by the organisation?

02. Does the organisation identify, verify, protect and maintain customer property provide for use or incorporation into the product?

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STQC-S'ID-ITES-001, VERSION 1.0

03. Is occurrence of any customer property lost, damaged or otherwise found unsuitable for use recorded and reported to the customer?

PS: Customer property may include intellectual property (Ex. Information provided in confidence)

The customer property in Call center includes, (i) Intellectual property of the customer (Integrity and security) (ii) Customer knowledge base (iii) Other products and information supplied by the customer.
(iv) End user information and identity

In case the call center provides the fulfilment services to its clients, the relevant products shall be controlled as per the provision of this requirement.

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7.5.5 Preservation of product

01. Does the organisation preserve the conformity of the product with customer requirements during internal processing and delivery to the intended destination?

02. Does this include identification, handling, packaging, storage and protection?

03. Does this also apply to the constituent parts of a product?

(i) This requirement shall be applied for suitable back-up and storage media, virus protection and firewalls etc. for maintenance and security of information.

(ii) In case the call center provides the fulfilment services to its clients, the relevant products shall be preserved as per the provision of this requirement.

7.6 Control of monitoring and measuring devices

Rationale

Ensures the accuracy of data for analysis.

01. Does the organisation identify the measurements to be made and the measuring and monitoring devices required to assure conformity of product to specified requirements?

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STQC-STD-ITES-001, VERSION 1.0

02. Are the measuring and monitoring devices used and controlled to ensure that the measurement capability is consistent with the measurement requirements?

03. Where applicable, are the measuring and monitoring devices

1. calibrated and adjusted periodically or prior to use, against devices traceable to international or national standards; where no such standards exist, is the basis used for calibration recorded

2. safeguarded from adjustments that would invalidate the calibration

3. protected from damage and deterioration during handling, maintenance and storage

4. having results of their calibration recorded (See 4.2.4)

5. when subsequently found to be out of calibration, having the validity of previous results re-assessed and corrective action taken

PS: See also ISO 10012

04. Are the softwares used for measuring and monitoring of specified requirements validated prior to use?

This includes verification of software, testing tools and should also include the calibration of personnel.

(

In case feedback or other methods are used for measurement and monitoring of the services, the same shall be validated and approved by competent authority.

Need for calibration of hardware shall be determined and fulfiiled by the call center.

For example the computer clock and related software may need to be calibrated where response time is a critical performance parameter as per requirement by the client.

8 Measurement, analysis and improvement

8.1 General

Rationale

Ensures effective and efficient measurement, collection and validation of data for improvement.

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STQC-STD-ITES-OOl, VERSION 1.0

01. Does the organisation define, plan and implement the measurement and monitoring activities needed to assure conformity of product & quality management system and achieve improvement?

PS: The call center shall identify process, product/service performance matrices for establishing measurement, analysis and improvement processes

02. Does this include the determination of the need for and use of applicable methodologies including statistical techniques?

rhe call center shall identify process, product/service performance matrices for ~stablishing measurement, analysis and improvement processes.

i

1.2 Measuring and monitoring

iationale

Jrovides controlled methods for measurement and monitoring of processes and lroducts.

1.2.1 Measurement and monitoring of system performance - Customer satisfaction

01. Does the organisation monitor information on customer satisfaction and/or dissatisfaction as one of the measurements of performance of the OMS?

02. Are the methodologies for obtaining and using this information determined?

'he Call center shall identify the processes for collecting information from client & end ser on delivered services. This may include, feedback, user survey, complaints, lystery calls etc. This information should be used to monitor the satisfaction (overall and lith specific attributes) of end user and clients from the services.

.2.2 Measurement and monitoring of system performance - Internal Audits

01. Does the organisation conduct periodic internal audits to determine whether the OMS

1. conforms to the requirements of this standard

2. has been effectively implemented and maintained



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STQC-Sro-ITES-OOl, VERSION 1.0

02. Does the organisation plan the audit program taking into consideration the status and importance of the activities and areas to be audited as well as the results of previous audits?

03. Are the audit scope, frequency and methodologies defined?

04. Are the audits conducted by personnel other than those who perform the activities being audited?

05. Is there a documented procedure existing, including the responsibilities and requirements for conducting audits, ensuring their independence, recording results and reporting to management?

06. Does the management take timely corrective actions on the deficiencies found during the audit?

07. Do the follow up actions include the verification of the implementation of corrective actions and reporting of verification results?

PS: More guidance in ISO 19011

8.2.3 Measurement and monitoring of processes

01. Does the organisation apply suitable methods for measurement and monitoring of those realisation processes necessary to meet customer requirements?

,

02. Do these methods confirm the continuing suitability of each process to satisfy its intended purpose?

The call center shall measure its process level performance using suitable matrices for example, (i) Average handling time (ii) Service efficiency (iii) Average speed of answer (iv) % of abundant call etc.

8.2.4 Measurement and monitoring of product

Q1. Does the organisation measure and monitor the characteristics of the product to verify that the requirements for the product are met? l

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02. Are these carried out at appropriate stages of the product realisation process?

03. Is evidence of conformity with the acceptance criteria documented?

04. Do records indicate the authority responsible for release of the product? (See 4.2.4)

05. Unless otherwise approved by the customer, does the organisation ensure that the product release and service delivery does not proceed until all the specified activities have been satisfactorily completed?

The call center shall measure its product/service performance using suitable matrices for example, (i) First contact resolution (ii) Cycle time (iii) Accuracy/Defect rate.
(v) Response time (vi) Call monitoring score

8.3 Control of nonconformity

Rationale

Provides for effective disposition of nonconformity in products and processes.

01 Does the organisation ensures that product which does not conform to requirements is identified and controlled to prevent unintended use or delivery?

02. Are these activities defined in a documented procedure?

03. Is the nonconforming product corrected and subjected to re-verification after correction to demonstrate conformity?

04. When the nonconforming product is detected after delivery or use has started, does the organisation take appropriate action regarding the consequences of the nonconformity?

05. When required, does the organisation report for concession to the customer, the end-user, regulatory body or other body regarding the proposed rectification of the nonconforming product?

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The call center shall identify non-conforming transactions & take appropriate actions to rectify the same. In case the non-conformity is identified after the execution of transaction the call center shall identify the containment actions to control the damage. Contingency plans should be prepared for,

(i) Process/infrastructure related problems

(ii) Disaster recovery.

8.4 Analysis of data

Rationale

Provides for factual decision making.

01. Does the organisation collect and analyse appropriate data to determine the suitability and effectiveness of the OMS and to identify improvements that can be made?

02. Does this include data generated by measuring and monitoring activities and other relevant sources?

03. Does the organisation analyse this data to provide information on

1. customer satisfaction and/or dissatisfaction

2. conformance to customer requirements

f

3. characteristics of processes, products and their trends

4. suppliers

8.5 Improvement

Rationale

Increases the effectiveness and efficiency of the organisation.

Focuses on prevention and improvement based on trends.

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8.5.1 General

01. Does the organisation plan and manage the processes necessary for the continual improvement of the OMS?

02. Does the organisation facilitate the continual improvement of the OMS through the use of the quality policy, objectives, audit results, analysis of data, corrective and preventive action and management review?

The continual improvement in Call center may include following, i) Reduction in Client/end user complaints & other benchmarks (ii) Technological improvements (iii) Reduction in skill loss etc.

8.5.2 Corrective action

Q1. Does the organisation take corrective action to eliminate the cause of nonconformities in order to prevent recurrence?

02. Are the corrective actions appropriate to the impact of the problems encountered?

03. Is there a documented procedure for corrective action defining the requirements for:

1. identifying non conformities (including customer complaints)

2. determining the causes of non conformity

3. evaluating the need for actions to ensure that non conformities do not recur

4. determining and implementing the corrective action needed

5. recording the results of action taken

6. reviewing of corrective action taken

8.5.3 Preventive action

01. Does the organisation identify preventive action to eliminate the causes of potential non-conformities to prevent occurrence?

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02. Are the preventive actions taken appropriate to the impact of the potential problems?
03. Is there a documented procedure for preventive action defining the requirements for:
1. identifying potential non conformities and their causes
2. determining and ensuring the implementation of preventive action needed
3. recording the results of actions taken
4. reviewing of preventive action taken
,
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Annex 'E'
Example metrics for Technical support I Help Desk'
E.1 Introduction
It is neither useful nor cost effective to measure, monitor, analyze and report a large number of metrics. Complex reports are difficult to analyze and can confuse or mislead the reader.
This example provides guidance on metrics that can be used for Measurement and Monitoring of Process and Product in a Call Center. The case of a Technical support or Help Desk has been taken for demonstration. These metrics provide valuable input to management and customer for improvements. The following list although not exhaustive, gives information that may be incorporated in a Metrics program. Most of the metrics are related to timeliness, accuracy, quality, abandoned, volumes and efficiency.
E.2 Technical Support I Help Desk processes
E.2.1 Service realization processes
Brief description of service processes in a call center providing technical support / help desk services ( these refers to service/product realization processes as defined in clause 7 of the standard)
E.2.1.1 Processing electronic ( web based) queries
Processing of inquiries received via the web, e-mail or other electronic means
E.2.1.2 Processing voice queries
Processing of inquiries received as voice calls via telephone, voice over IP or other verbal means. The agent delivers information or provides on line resolution via voice call.
E.2.1.3 Processing non - electronic queries
Processing of inquiries received via fax or mail For all the types above i.e. E2.1.1. E2.1.2 and E2.1.3. the metrics are
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umber and percentage of inbound and outbound per period ber and percentage of per support representative receiving calls per period ber and percentage of calls answered within XX time period u ber and percentage of On Time response ( call backs / fax / e mail) 3ac og of call backs that are late
..Jeue times
, . time to call pick up ent availability to take calls ration ( average talk time) old time Out of hours er call work and / or research time before call back gent performance ( defect rate of calls and callbacks monitored) Quality through call monitoring score umber and percentage of abandoned calls Profile throughout day, week, month, year;
)
E.2.1.4 Processing escalations
Responding to inquiries that have been escalated from one level to another ( internal) or orwarded to the client ( external) e. g.
umber and percentage of calls requiring escalation to: by level/client
umber and percentage of escalations per period to: by level/client
umber and type of escalated calls
E.2.1.5 Service management reports
eporting performance and information to the clients .e.g.Cost per service unit, with units such as : per query, per end user, per client, per seat Percent reports sent on time to client
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Defects in reports sent
Calls received per period and per client business area by: call category, severity
Client satisfaction and perception
End user satisfaction and perception
Number and percentage of calls not acted upon within agreed service levels, by: call type, resolving group, severity
Number of resolved calls and outstanding calls, by: location, business area, type, severity and priority, agent, overall
Identified training needs for: end users
Number of calls / e-mails / mails logged of types: incidents / problems, requests, changes etc.
E.2.1.6 Inbound
It involves answering the received end user Technical or Help line calls / e-mails / mails by a representative. E.g.
Number and percentage of inbound per period
Queue times
Wait time to call pick up Agent availability to take calls Duration ( average talk time) Hold time Out of hours
E.2.1.7 Outbound ( call backs I responses)
Calls / e-mails to end users with solutions that could not be resolved on the end user's earlier inbound call. E.g.
Research time before call back
Backlog of call backs that are late Number and percentage of outbound per period
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E.2.2 Other operations and processes
:3 e' escr tion of resource processes in a call center providing technical support / help :e: se"\. 'ces these refers processes as defined in clause 6 of the standard)
I frastructure: telecommunication
::: "and maintaining the telecommunications hardware, software and services ( for :; a~ e. long distance services, bandwidth, local line service, switches, network, agent :- ~es. call management or CRM software, etc. ) e.g.
- ~ e response to problems or requests for service
:Je' e t of time the system is fully functional or downtimes
:Jercent of time the bandwidth / lines are fully available or downtimes
E2.2.2 Infrastructure: Information Systems
::J 'ding and maintaining the hardware and software supporting the information system r example, knowledge base, Workstations / terminals / PCs, order management :; s em, etc. ) e. g.
=requency of changes to knowledge base
,., time response to problems or requests for service
::Jercent of time the system is fully functional or downtimes
E2.2.3 Resources: human
qecruiting, hiring and / or training the necessary human resources to meet the staffing, s '11 and competency needs of the operation e.g.
;:Jercent of staff which successfully completed the new hire training program
- . 'on / absenteeism rate
- aining hours spent per agent / staff for retraining roe 'tied training needs for: support groups, agents e performance ( defect rate of calls and callbacks monitored)
- es of requests consuming the most resources ~ es of requests taking long time to resolve
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E2.2.4 Resources: capacity
Forecasting transaction volumes in order to ensure sufficient capacity exists to meet the service requirements at an optimum efficiency e.g.
Actual VS. forecasted transaction volumes
Backlog of call backs that are late Queue times
Wait time to call pick up Agent availability to take calls Percentage and types of requests consuming the most resources Percentage and types of requests taking long time to resolve
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