Strategic Quality Initiative in a Call Center Environment

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• Strategic Quality Initiative in a Call Center
  Environment

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Ron Weber

• Process Support Manager
• Ford Motor Company
• Dearborn, Michigan

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BAC Mission

• to be the very best at providing fast and
  accurate information to our Dealers, Fleets, and
  Corporate Personnel

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History of the BAC

• Developed to simplify the contact process for
  dealers and fleet customers doing business with
  Ford Motor Company
• BAC formed in March, 1993 to provide improved
  service to Dealer, Fleet and Field customers
• BAC consolidated multiple contact centers into
  one organization

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Increase in Total Program Support

• 1993 6 programs
• 2001 48 programs

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BAC Historical Contact Volume

• 1993 1,300,000
• 2001 3,000,000

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BAC Historical Contact Volume
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BAC Staffing

• 1994 88 Ford and 27 Agency personnel
• 2001 53 Ford and 275 Agency Personnel
• Agency personnel staffed by 3 different suppliers

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BAC Organization
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BAC Support Activities

• Competitive Advantage sustained through
• Dedicated Systems Team
• Technology deployment
• Dedicated Process Support Team
• Experienced, cohesive Management Team

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BAC Quality

• 2 BAC Call Centers ISO 9001 certified 1996
  Entire BAC certified 1999
• BAC operates utilizing QOS (Quality Operating
  System) approach
• Call Quality Assurance Team established to
  measure Analyst quality

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BAC Metrics

• The BAC captures call statistics via both Call
  Management System (CMS) and Intellitrack Call
  Tracking System as part of our Quality
  Operating System (QOS)
• Call activity reports are provided to all
  business partners

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BAC Standards

• BAC Accessibility Standard 90
• BAC Call Quality Assurance
• Standard 87

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BAC Technology Enhancements

• Intellitrak Call Tracking System
• E-talk quality assurance software
• Paperless Desktop environment

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Customer Satisfaction Survey Results

• Ford Marketing Research Office sponsors dealer
  and fleet customer satisfaction survey every 3 to
  5 years
• Survey consistently indicates 85 of all BAC
  callers very or completely satisfied
• BAC conducts periodic after call surveys

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Why We Embarked on the MQLA Journey?

• Challenge Organization and Management to next
  level
• Needed more complete operating standard
• Gain competitive advantage and enhance value of
  the Organization
• Make us a better benchmark candidate

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Our MQLA Application Process

• 4th Quarter 2000
• Mgmt. Team attended MQLA banquet
• Studied Application criteria and conducted first
  Gap Analysis
• Study, study, study,..
• Met with Bill Kalmar for mentoring and further
  learning
• Gained upper Management commitment

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Our MQLA Application Process, cont

• 1st Quarter 2001
• - Engaged with approx. 6 benchmarking partners
• - Established team mgmt. champions and structure
• - Conducted 2 management off-sites
• - Gained consensus on overall gap analysis
• - Identified strengths and improvement
  priorities
• - Tracked team progress against project timeline

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Our MQLA Application Process, cont

• 2nd Quarter 2001
• - Gained cooperation of suppliers
• - Submitted our intent to apply
• - Champions submitted final drafts
• - Final application edited and submitted
• NOTE - June-July Reality Check audit of our
  own application
• - 3rd Mgmt. Off-site and Organizational
  review

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Obstacles We Encountered

• Aggressive application timetable as first
  timers
• Education and learning about Baldrige and
  strategic quality
• Need your own house in order
• Requirements to maintain the business
• Size, complexity and diversity of operating units
• Time and manpower deployment

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Benefits of Pursuing MQLA

• Feedback Report
• Heightens Management awareness of key strengths
  and opportunities
• Drives team work and collaboration
• Drives consistency, linkages and alignment across
  Organization
• Drives strategic thinking MBA in a box
• Recognition by peers and upper management
• Sustains our drive for continuous improvement

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Next Steps

• Continue to address opportunities for improvement
• 6-Sigma projects tied to MQLA
• Further the linkages between ISO, QOS, 6-Sigma
  and MQLA
• Role out best practices to rest of home
  organization
• Pause, due to reorganization
• Intend to reapply under redefined organization

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• Any Questions????????