Operations Management and Process Flow at PhilippinesCallCenter

Differentiate service delivery and customer experience

Contact centers in Philippines are restructuring operations around customer contact processes to improve performance, efficiency and productivity.

PCC believes in continuous improvement through operations differentiation. We are aware that an increase of one percent in call center accuracy is capable of saving up to millions of dollars a year, keeping in view the intensity of transactions per minute of a high-volume business.

Simplify.  Optimize.  Deliver.

The complexity of processes, systems and technology has to be minimized for a better customer experience.  Simplification is the key. Integrating people, processes and technology, PhilippinesCallCenter has simplified the agent experience for a better customer experience.

Streamline operations to achieve business goals

At PCC, we’re using recent advances in technology to speed up information flow and access, and make more efficient use of contact center resources. Among these are network-based routing, Voice over Internet protocol (VoIP) and speech recognition technologies, universal queuing (where all contacts enter the same queue – whether they are voice calls, emails, faxes or communication through the web).

People, Processes, Technology

These technologies have enabled our integrated, multi-channel contact centers to streamline their operations to achieve business goals.  But technology is only as good as the people who use it.  And the people who use it can do so more effectively when processes are simplified.  A combination of automation, advanced technology and human expertise makes it possible for PCC to deliver the kind of service the customer wants, at the time he wants it.  A simple question may require no more than an automated answer.  A more complex interaction may require the skill of an experienced contact center associate to walk the customer through a series of steps to achieve problem resolution. Routing the call to the person most qualified to handle it, is possible at PCC through advanced skill-based routing facilities.

Security and Infrastructure are given high priority so that the seamless flow of information and the security of data are assured.

Read more about the technical helpdesk infrastructure at PhilippinesCallCenter.

Optimize and Standardize Processes

We’ve taken a leaf out of manufacturing’s book and implemented Lean Six Sigma methodologies to reduce costs, shorten cycle times and improve productivity.  Our contact centers aim for operational and service excellence 24×7. This is characterized by:

• Well-designed, standardized processes
• Proactive problem identification and resolution
• Consistently successful business outcomes
• Predictable and affordable costs

Profit from Customer Information
The focus in PCC’s contact centers is on value addition rather than mere cost reduction. We realize that customer information is vitally important, especially to service-oriented businesses.  Communication with customers at our contact centers provides our customers with valuable input and feedback.  Through data capture, this information is fed to their product development teams, speeding up new product development or enhancement. The effectiveness of sales and marketing programs can also be measured through customer feedback.  Contact centers in this new role have the potential to be profit centers and generate revenue, rather than remain as cost centers.

Outsource call center operations to PCC.
Contact us for efficiency and productivity in service delivery.

The Five Phases Of the Operations Process

At PhilippinesCallCenter, the call center outsourcing process undergoes five phases with documentation and client-sign-offs at every stage.

The five phases of the operations process are:  Project Planning, Training, MIS/Analytics, Transition Management, Floor Management and Performance Management.

1. Project Planning

a) Project team set-up : The project team at PhilippinesCallCenter is selected, roles and responsibilities defined and the project briefing is done. Tollgate dates, internal/external signoffs, communication plan (information flow within team, information flow with client, escalation plan) sign-off authority, resource requirements are clearly outlined in the Project Planning Document.

The project team is headed by a Project/Engagement  Manager. The team is assigned with people with skill sets in the Finance, Technology, Quality, Training, HR, Operations & Compliance domains. The project team mirrors the client’s resources – eg a technology resource from the client’s end would be mapped with a similar resource from the client site and the mirrored teams would establish contact early in transition so that they can understand each other and work efficiently.

b) Process – This involves understanding all the elements of the business process or SIPOC (suppliers, inputs, processes, outputs, customers).  SIPOC mapping is a tool used to identify all relevant elements of a process improvement project before work begins.

At this Process phase of Project Planning, base lining/ benchmarking is done.
The process as it stands before the project is carried out is defined in base lining.
Benchmarking uses competitor analysis to compare the process with that of a competitor.

Understanding the technology interface and identifying training needs are other factors that are defined in the Process phase of Project Planning.

c) Transition – The readiness of the site for the project to be implemented is analyzed and gaps are identified. A FMEA / Risk mitigation plan is outlined.  MIS/Reporting requirements are detailed.  After internal sign-offs, the customer signs off on the final transition document.

d) Design verification – A trial program is implemented and monitored.  Areas for improvement are identified and corrective action taken. SLAs are established and the client signs off on them. The project is then ramped up to BAU/ full rollout.

Project planning document: This document sets out all the details outlined in steps a. to d. above.

2.Training

Training needs are defined and trainers certified.  A tollgate approach is taken to evaluation, after which the trainee Process Associates goes through a simulation of the actual process.  They are given formal re-training based on their weekly performance scores based on SLAs and call monitoring.  All agents and coaches undergo compulsory knowledge assessment tests every month to keep the levels of performance consistently high.

3. MIS/Analytics

This document details MIS requirements and defines exception formats. This information is made available online to everyone involved in the project for on- the-job reference.

4. Floor Management

PCC’s commitment to contact quality is expressed in weekly call monitoring, coaching and daily data integrity checks. We continuously check and improve quality through      the use of visual aids. Online FAQs and a knowledgebase aid our Process Associates to provide speedy and effective solutions to customer queries.

‘Red flags’ are defined to trigger immediate action and stop the process when there is a serious problem.  100% operational transparency through remote view-in and listen-in options on a secure VPN give our customers control over the process and enables them to take proactive decisions before a situation gets out of control.  100% recording gives our client’s access to valuable customer data.  It also allows for feedback and continuous improvement in service quality.

Our Quality and Training Department periodically co-monitors the process along with team management to ensure high-quality service.

5. Performance Management

A Quality Circle approach is taken to team briefing.  Daily Exception Reports from MIS / Analytics point out areas for improvement.  A task-oriented approach is followed by the coaches or the PE team on a daily basis, to ensure compliance and improve performance.

Your input is critical to success

To get the maximum out of your PCC contact center, we suggest that you:

1. Measure performance by business outcomes
   Business agility, increased customer responsiveness, cost control – enjoy these benefits by outsourcing strategic call center operations to PCC.
2. Work towards win-win – Involve PhilippinesCallCenter in performance outcomes, with risk/reward incentives.
3. Stay in control – intervene proactively before a situation gets out of control.  Regular reporting and operational transparency make this possible.
4. Work towards a long-term business relationship – You want improved service delivery, not just lower costs. Treat PhilippinesCallCenter as a partner and look beyond the contract for long-term gains.

The ITES-BPO sector in Philippines continues to chart strong year-on-year growth, estimated at 37 percent for the financial year 2005-06. According to NASSCOM’s annual survey, revenues from the ITES-BPO industry are estimated to touch US$ 6.3 billion.  PhilippinesCallCenter is well- equipped to be a part of this exciting growth.

Contact PhilippinesCallCenter today for end-to-end call center solutions. PCC offers high  performance and service delivery through consistent operational and process quality  at our best-of-breed contact centers.