RCA Session - Journals - July 12

BPO Company of the Year
2011 INTERNATIONAL ICT AWARDS
Feedback Handling and Data Analysis Learning Session

Content Solutions Quality
BPO Company of the Year 2011 International ICT Awards
Purpose
To effectively share Content Solutions - Quality best business practice in identifying the root causes of problems/events and data analysis. To provide and establish guidelines in handling feedback with emphasis on the responsiveness, recording, validation, prompt resolution, implementation, and evaluation of corrective and preventive actions (CPA).
Objectives
Understand the importance of performing root cause analysis
The benefits of effective root cause analysis

Understand the application of common tools in RCA Standardize the approach in feedback handling and data analysis across content solutions
What is quality?
BPO Company of the Year 2011 International ICT Awards 4
Quality
Degree to which a set of inherent characteristics fulfills requirements ISO 9001
Uniformity around a target value Six Sigma
Conformance to requirements Philip B. Crosby
How Do We Measure Quality

Client Survey Process Mapping Submission Performance Customer Feedback/complaints Quality Inspection
the measurement of quality is the price of nonconformance.

Customer Feedback
Client Feedback
Positive or Negative and Valid or Invalid

Voice of the Customer (VOC) Measure on the client satisfaction
What is a complaint
An expression of dissatisfaction whether justified or not BS8600
Why do client complain?

They complain because
You have not met their expectations of what they think is a good level of service You have not considered the level of service they wanted or expected
11
Why we need to handle complaints
Win back the client complaining Client satisfaction An opportunity to improve processes Double your customer via word of mouth
12
Why we need to handle complaints

Double your customer via word of mouth
13
How is it important?
What makes excellent service excellent and poor service poor is very much about how organizations deal with problems and customer dissatisfaction
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Good and Bad Feedback Handling

This wont do
This was human error. We have informed the operator. We apologise.
Acceptable response
An error was identified in the conversion coding which wasnt identified in testing because this field is rare and not included in the test files. The software was updated on 21 March 2011 and this example has been added to the test material for all future software testing. This example has been added to internal documentation and checklists
15
If you receive a complaint

Deal with it calmly Acknowledge it promptly Address the complaint be it big or small
Provide sound corrective action(s)

Ensure that action will resolve the problem Keep track of the complaints
Basic Workflow
Receipt of client Feedback
Acknowledge the feedback
Define the feedback
Check the validity and recurrence
Finalize Report
Corrective Action
Feedback Analysis/RCA
Correction
Submit to Client
Implementation of CA
CA Verification/ Closure
17
Receipt of Client Feedback

Acknowledge the complaint
Let the client know that you are working on it and youll get back to him based on the agreed turn around time
If possible, update the client regarding the status of the investigation
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Define the Feedback
This will serve as the starting point of problem solving.
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Sample feedback
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Define the Feedback

On January 9, 2012, a feedback for OXP100423 file was received from Shierly Nazareth, Production Editor. Incorrect fonts were used in the article: Banner/ Article type should be Perpetua font; Article Title should be Perpetua font; Abstract should be Humanist; Main text should be Minion font.
The errors were detected during PM proof checking. The errors resulted to a rework of the file.
21
Check the Validity and Recurrence

The decision on feedback validity should be based on client requirement and not on what SPI checks or does not check.
There will be cases where client requirements are violated or not met because in-house gates and checks fall short in including a particular requirement in the checklist. The feedback becomes not valid if the concern is not within the agreed Scope of Work between SPi and the acquired project.
Check the Validity and Recurrence
re.cur \ri-kr: to occur again after an interval

We will consider a problem as recurring when the root cause is the same to previously handled and contained problem.
23
Correction / Containment
These are actions to contain the problem and fix until permanent correction is in place.
things to be considered in containing the problem:
> Are there products already delivered that are potentially affected by the same error? > Do we have finished and or job in progress products that need re-inspection/rechecking?
> Do we need to install additional gate until the problem is corrected?

Investigation
Is the process of inquiring into a matter through research, follow-up, study, or formal procedure of discovery
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Investigation Process
Identify the problem clearly Retrieve relevant materials Evaluate the magnitude of the problem Perform root cause analysis
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Feedback Analysis/RCA
Root Cause Analysis A systematic approach to get the true root causes of a process problemsit provides rational thinking on the influential drivers of the target problem
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Root Cause Analysis
Root Cause A fundamental breakdown or failure of a process which, when resolved, prevents a recurrence of the problem
Common tools used in RCA

Five whys
Fishbone diagram
Pareto diagram
29
Five Whys
Originally developed by Sakichi Toyoda and was used within Toyota Motor Corporation during the evolution of their manufacturing methodologies A question-asking method used to explore the cause/effect relationships underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is to determine a root cause of a defect or problem
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Five Whys
5 Why analysis must address two different problems
> The first part is related to the process that made the defective. (Why made?)
> The second one must address the detection system that was not able to detect the defective part before it became a problem.
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Five Whys
Even though the discipline is called 5 Why, it is not always necessary to reach 5 before the root cause of a problem is fully explained; or it may take more than 5 whys to get to the bottom of it. It will depend on the complexity of the process or the problem itself.
32
Five Whys
5 Whys Conclusion
A good way to identify if the 5 Whys was done properly is to try to organize the collected data in one sentence and define it in an understandable manner. If this cannot be done or the sentence is fragmented or meaningless, chances are that there is gap between one or several of the whys. You then must revisit the 5 Why and identify those gaps to fill them in. If there is coherence in the way that the sentence is assembled, it shows consistency on the thought process. Something like:
Problem Description occurred due to Fifth Why. This was caused by Fourth why mainly because Third Why was allowed by Second why, and this led to First Why
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Five Whys
5 Whys Conclusion
One final point to ponder: A PROBLEM THAT CANNOT BE REPRODUCED IS A PROBLEM THAT HAS NOT BEEN RESOLVED YET
Challenge the root cause(s) that resulted from the 5 Whys exercise to try to reproduce the defect. If you cannot there is a very big chance that you have not got to the bottom of it yet. If you do reproduce them, move on to the Corrective Action part and congratulate your team for a job well done.
34
Sample Feedback
On January 9, 2012, a feedback for OXP100423 file was received from Shierly Nazareth, Production Editor. Incorrect fonts were used in the article: Banner/ Article type should be Perpetua font; Article Title should be Perpetua font; Abstract should be Humanist; Main text should be Minion font.
The errors were detected during PM proof checking. The errors resulted to a rework of the file.
35
Sample
Problem: Incorrect fonts was used in the article banner, article title, abstract and main text.
36
Fishbone Diagram
A visual brainstorming tool used to help identify and categorize potential root causes Also know as Cause and Effect Diagram
Developed by Kaoru Ishikawa

Used to explore potential causes that result in a single undesirable effect
37
Sample
Factor Factor
Backbone
Tiny bone
Characteristic Results
Medium bone
Effect (Remedial Action)
Factor
Factor Cause (Preventive Action)
38
Fishbone Diagram
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Fishbone Diagram
Manpower
Method Material Machine
Causes arising out of the actions or performance of a person Causes arising out of the system s or procedures in doing work Causes arising out of the items needed to deliver the service Causes arising out of the equipment used to deliver service Causes arising out of the condition in which the work is carried out
Mother Nature
40
Sample
Reporters & editors do not use spell checker
Copy editors busy tracking down facts
Reporters have poor typing skills
High number of CE Errors
41
Sample
High number of CE Errors
42
Pareto Diagram
A method for using the distribution of quantitative data and identifying those with great impact It provides a visual representation of the variables which contributes to problems or issues An approach which ranks the contributing factors and identifies which are the ones which have the most impact on a problem or issue Separating the vital few from the trivial many
43
Pareto Diagram
44
Sample
45
How to create Pareto
1. 2. 3.
Type your data in column B and C Make sure that the data is sorted from highest to lowest Compute the cumulative count, %, and cumulative % using the formula. See left table.
46
1.
2.
Highlight the column B, C and F (using Ctrl + left mouse button then select) Go to Insert tab, go to Column and 2D Column and select the first bar graph
47
48
1.
Right click the maroon bar, choose the Change Series Chart Type then click the 4rt line graph
49
1.
Right click the maroon line, choose the Format Data Series another window will pop-up and click the Secondary Axis
50
1.
You need to adjust the left and right labels. left label set the maximum to the total count of error right label set it the maximum to 100%
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No Pareto effect
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No Pareto effect
53
No Pareto effect
54
Sample feedback
On March 09, 2011, a feedback for JCP2012884 file was received from Jonathan Coronado, Production Editor. Numerous of typos was found in Abstract section. The file is written in German language.
The errors were detected during PM proof checking. The errors resulted to rework.
Initial investigation shows that spelling errors were attributed to OCR, Spell Check tool and Inspection.
55
Fish Bone
56
OCR
Problem: Incorrect Spelling in Abstract.
Why were there typo errors in abstract? Because some of the characters were not recognized by the OCR tool Why some of the characters were not recognized? Because the language was not set to German thus accented characters were not recognized . Why was the language not set? Because the operator forgot to change the language in OCR tool. Why the operator forgot to change the language in OCR tool? Because during that time the operator processed multiple files.
Spell Check tool

Why the typos was not detected in-house spell checking tool? Because the operator forgot to run the spell check tool
Why the Operator forgot to run the spell check tool? Because he is not familiar to the tool,
Why he is not familiar? Because he is only a newly absorb to the project.
58
Inspection
Why the typos was not detected during proofreading? Because PR inspection checklist only require the start and end checking of abstract not the 100% data checking. Why the typos was not detected during QC inspection? Because QC inspection checklist only require the start and end checking of abstract not the 100% data checking.
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Fish Bone
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Validation of Root Causes
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Five Whys
5 Whys Conclusion
One final point to ponder: A PROBLEM THAT CANNOT BE REPRODUCED IS A PROBLEM THAT HAS NOT BEEN RESOLVED YET
Challenge the root cause(s) that resulted from the 5 Whys exercise to try to reproduce the defect. If you cannot there is a very big chance that you have not got to the bottom of it yet. If you do reproduce them, move on to the Corrective Action part and congratulate your team for a job well done.
62
Validation of Root Causes
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Corrective and Preventive Action
Corrective Action A term that encompasses the process of reacting to product problems, customer complaints or other non-conformities and fixing them
These are actions to eliminate the cause of the detected nonconformity or other undesirable action. This is taken to prevent recurrence of the problem.
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Corrective and Preventive Action
Preventive Action A process for detecting potential problems or nonconformances and eliminating them These are actions to eliminate the cause of the potential nonconformity or other undesirable potential action. This is taken to prevent occurrence of the problem.
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Correction vs Corrective vs Preventive
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Finalize the Report

Report should include the following:
Client complaint
Root Cause Analysis
Corrective (and Preventive) Action

Implementation Date
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Submission to Client
Ensure that all information are accurate before sending the finalized report to the client Submit the report on time
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Implementation of CA
Check corrective/preventive actions based on the agreed implementation date Ensure that all actions are implemented accurately
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Verification of CA
Verify if the CA is effective or not thru the following: Simulation / testing Interview Documentations
Verification of effectiveness of the CA should be performed a month (recommended) after implementation.
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System and Tools

This aims to provide our valued customers, on-time submission of investigation reports
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System and Tools in feedback handling
Serve as feedback database

Automatic Email notification to process owners of their tasks as per agreed SLA for feedback report
Track open items for follow up

Generate report submission performance for feedback reporting Generate error and process source reports for easy analysis Database can be easily imported to excel file for manual manipulations
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Data Analysis
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Data Analysis
Data analysis is a practice in which raw data is ordered and organized so that useful information can be extracted from it.
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Data Analysis
Charts, graphs, and textual write-ups of data are all forms of data analysis.
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Basic Flow
Data Gathering
Submission of Report
Data Validation
Report Generation
Data Analysis and RCA
Generation of Corrective and Preventive Actions
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Activities
DATA GATHERING
Collect all pertinent data that have been identified in the project quality metric DATA VALIDATION The data should undergo validation to ensure the integrity and reliability of the data in reflecting the real performance of the project
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Activities
DATA ANALYSIS
Apply appropriate graphical representation.
Conduct investigation and root cause analysis on the emerge trends most especially to the sudden dip in performance
GENERATION OF CA/PA Coordinate to the right support team the root causes of the non conformance and spearheaded the identification of the CA/PA
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Activities
REPORT GENERATION
Place the analysis and recommendation in the agreed template.
SUBMISSION OF REPORT Submit the report based on the agreed SLA
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Pie Chart
To show contribution of part to whole. How much each part contributes to the whole by count/%
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Bar chart
A bar chart or bar graph is a chart with rectangular bars with lengths proportional to the values that they represent. The bars can be plotted vertically or horizontally To compare sets of data.
Stacked bar chart
To show contribution of part to whole. In this way, a single bar on the chart can show data for more than one category of data
Line graph
A style of chart that is created by connecting a series of data points together with a line. To show trends or patterns overtime.
Data Analysis: Report

The Overall achieved rating (monthly or weekly)
Ratings of processes
Error types Distributions of error types per process Correlation of one factor to other factors (if necessary)
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Appreciation
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Data Analysis: Overall Rating

Illustrate the overall achieved rating (monthly or weekly) o Number of inspected files and pages o Number of logged errors
Over seven thousand articles were inspected for the month of July and significant numbers of error were recorded in the inspected files . The overall reported Crest acceptance rate for the month of July is at 86% rate, this is 5 points higher from last month rate of 81%
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Data Analysis: Overall Rating
The overall reported Crest acceptance rate for the month of July is at 86% rate, this is 5 points higher from last month rate of 81%.
Even though the team did not realize the single digit rejection rate target this month, its still worth to consider that the team still achieving continuous improvements every week an average of 4 points of improvements was recorded from week 1 to week 4 of July.
Data Analysis: Process Ratings

Ratings of each evaluated process
EPP Stacked Trending per Process
0.60 0.50 0.40 0.30 0.20 0.10 Nov CE FIGPROD Dec PREK 3B2 Jan Month PR QA TS XMLConv XMLChk Feb Mar Apr
This show the EPP trending how each process contribute to the performance every month.
A 0.09 EPP rate increase was recorded for this month. The team still achieved the Q2 threshold of 0.28 EPP rate. The increase was attributed to the number of errors tabulated in this month samples, where 35% of the sampled pages has been verified with errors
Data Analysis: Error Distribution

Distribution of error types Overall Monthly or weekly
Crest errors had increased by only 2% and new set of error types top in this report was recorded. Topping on the list is the trim size-related error followed by incorrect capturing of author name where bulk of these errors was recorded in the first and second week of July. However, the team managed to lessen these errors in the succeeding weeks.
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Data Analysis: Error Distribution

Distributions of error types per supplier
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Segmentation and Correlation
Segment or correlation of one factor to other factors (if necessary) Error types per employee EPP per complexity
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BPO Company of the Year

2011 INTERNATIONAL ICT AWARDS
THANK YOU.

RCA Session - Journals - July 12

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RCA Session - Journals - July 12

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BPO Company of the Year

2011 INTERNATIONAL ICT AWARDS

Feedback Handling and Data Analysis Learning Session

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

The benefits of effective root cause analysis

BPO Company of the Year 2011 International ICT Awards

Uniformity around a target value Six Sigma

Conformance to requirements Philip B. Crosby

BPO Company of the Year 2011 International ICT Awards

How Do We Measure Quality

the measurement of quality is the price of nonconformance.

BPO Company of the Year 2011 International ICT Awards

Positive or Negative and Valid or Invalid

BPO Company of the Year 2011 International ICT Awards

An expression of dissatisfaction whether justified or not BS8600

BPO Company of the Year 2011 International ICT Awards

Why do client complain?

They complain because

BPO Company of the Year 2011 International ICT Awards

Why we need to handle complaints

BPO Company of the Year 2011 International ICT Awards

Why we need to handle complaints

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

Good and Bad Feedback Handling

BPO Company of the Year 2011 International ICT Awards

If you receive a complaint

Provide sound corrective action(s)

Receipt of client Feedback

Acknowledge the feedback

Define the feedback

Check the validity and recurrence

BPO Company of the Year 2011 International ICT Awards

Receipt of Client Feedback

BPO Company of the Year 2011 International ICT Awards

Define the Feedback

This will serve as the starting point of problem solving.

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

Define the Feedback

BPO Company of the Year 2011 International ICT Awards

Check the Validity and Recurrence

Check the Validity and Recurrence

re.cur \ri-kr: to occur again after an interval

BPO Company of the Year 2011 International ICT Awards

> Do we need to install additional gate until the problem is corrected?

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

Root Cause Analysis

Common tools used in RCA

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

BPO Company of the Year 2011 International ICT Awards

Developed by Kaoru Ishikawa

BPO Company of the Year 2011 International ICT Awards