rca session_ journals_july 12
TRANSCRIPT
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BPO Company of the Year 2011 International ICT Awards 1
BPO Company of the Year2011 INTERNATIONAL ICT AWARDS
Feedback Handling and Data
Analysis Learning Session
Content Solutions Quality
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To effectively share Content Solutions - Quality bestbusiness practice in identifying the root causes of
problems/events and data analysis.
To provide and establish guidelines in handlingfeedback with emphasis on the responsiveness,
recording, validation, prompt resolution,
implementation, and evaluation of corrective and
preventive actions (CPA).
Purpose
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Understand the importance of performing root causeanalysis
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
Objectives
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What is quality?
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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
http://www.wppl.org/wphistory/PhilipCrosby/PhilipCrosby.jpghttp://rds.yahoo.com/_ylt=A9G_bF4pR3xIuHMBa46JzbkF;_ylu=X3oDMTBxNmpwcDRnBHBvcwMxBHNlYwNzcgR2dGlkA0kwODNfMTA1/SIG=1humjjakm/EXP=1216190633/**http:/images.search.yahoo.com/images/view?back=http://images.search.yahoo.com/search/images?p=ISO+9000&js=1&ni=20&ei=utf-8&fr=yfp-t-501&xargs=0&pstart=1&b=1&w=120&h=148&imgurl=www.asq.org/conferences/iso-9000/img/iso9000-logo.jpg&rurl=http://www.asq.org/conferences/iso-9000&size=11.1kB&name=iso9000-logo.jpg&p=ISO+9000&type=JPG&oid=dc7230844cfe8bc2&no=1&sigr=117ntsjdq&sigi=11l7qr9kr&sigb=13dkd281s&tt=62220http://rds.yahoo.com/_ylt=A9G_bHKuRnxIb3sAD3eJzbkF;_ylu=X3oDMTByNG50bGRiBHBvcwMxNARzZWMDc3IEdnRpZANJMDgzXzEwNQ--/SIG=1hoivpejo/EXP=1216190510/**http:/images.search.yahoo.com/images/view?back=http://images.search.yahoo.com/search/images?p=six+sigma&fr=yfp-t-501&ei=utf-8&js=1&x=wrt&w=150&h=193&imgurl=www.answering-services-phone-messaging.com/six_sigma.jpg&rurl=http://www.answering-services-phone-messaging.com/consultants_cunsulting_answering_service.htm&size=5kB&name=six_sigma.jpg&p=six+sigma&type=JPG&oid=662fdc18d5e73e80&no=14&sigr=12u6388om&sigi=11o3mpqm1&sigb=12pdjtpsn&tt=57056 -
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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.
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Client Feedback
Positive or Negative and Valid or
Invalid
Voice of the Customer (VOC)
Measure on the client
satisfaction
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What is a complaint
An expression of
dissatisfaction whether
justified or not
BS8600
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Why do clientcomplain?
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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
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Win back the client complaining
Client satisfaction
An opportunity to improve
processes
Double your customer via word
of mouth
Why we need to handle complaints
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Double your customer via word of mouth
Why we need to handle complaints
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How is it important?
What makes excellent service
excellent and poor service poor is
very much about how organizationsdeal with problems and customer
dissatisfaction
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Good and Bad Feedback Handling
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 examplehas been added to internal
documentation andchecklists
This was human error. We
have informed the operator.
We apologise.
Acceptable responseThis wont do
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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 theproblem
Keep track of the complaints
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Basic Workflow
Receipt of client
FeedbackDefine the
feedback
CorrectionFeedback
Analysis/RCA
Implementationof CA
CA Verification/Closure
Acknowledge the
feedbackCheck the validity
and recurrence
Corrective Action
Submit toClient
Finalize Report
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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 fromShierly 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.
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Check the Validity and Recurrence
re.cur \ri-kr: to occur again after an
interval
We will consider a problem as recurringwhen the root cause is the same to
previously handled and contained
problem.
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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 potentiallyaffected 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?
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Investigation
Is the process of inquiring
into a matter through
research, follow-up, study, orformal procedure of
discovery
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Investigation Process
Identify the problem clearly
Retrieve relevant materials
Evaluate the magnitude of theproblem
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
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Common tools used in RCA
Five whys
Fishbone diagram
Pareto diagram
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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 theprocess that made the defective.(Why made?)
> The second one must addressthe detection system that was not
able to detect the defective partbefore 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 fullyexplained; or it may take more than 5 whys to get to the bottomof it. It will depend on the complexity of the process or theproblem itself.
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Five Whys
5 WhysConclusionA 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 WhysConclusionOne final point to ponder:
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.
A PROBLEM THAT CANNOT BE
REPRODUCED IS A PROBLEM THAT
HAS NOT BEEN RESOLVED YET
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Sample Feedback
On January 9, 2012, a feedback for OXP100423 file was received fromShierly 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.
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Sample
Problem: Incorrect fonts was used in the article banner,
article title, abstract and main text.
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Fishbone Diagram
A visual brainstorming tool used to help identify and categorizepotential 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
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Sample
FactorFactor
Backbone
FactorFactor
Medium bone
Tiny bone
CharacteristicResults
Effect
(Remedial Action)
Cause
(Preventive Action)
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Fishbone Diagram
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Fishbone Diagram
Causes arising out of the actions or performance of apersonManpower
Causes arising out of the system s or procedures indoing workMethod
Causes arising out of the items needed to deliver theserviceMaterial
Causes arising out of the equipment used to deliverserviceMachine
Causes arising out of the condition in which the workis carried outMother Nature
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Sample
High number
of CE Errors
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Pareto Diagram
A method for using the distribution of quantitative data andidentifying 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
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Pareto Diagram
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Sample
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How to create Pareto
1. Type your data in column B and C
2. Make sure that the data is sorted from highest to lowest
3. Compute the cumulative count, %, and cumulative % using the
formula. See left table.
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How to create Pareto
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%
ff
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No Pareto effect
ff
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No Pareto effect
N P ff
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No Pareto effect
S l f db k
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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 wereattributed to OCR, Spell Check tool and Inspection.
Sample feedback
Fi h B
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Fish Bone
OCR
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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.
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I ti
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Inspection
Problem: Incorrect Spelling in Abstract.
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.
Fish Bone
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Fish Bone
Validation of Root Causes
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Validation of Root Causes
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Validation of Root Causes
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Validation of Root Causes
Corrective and Preventive Action
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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
nonconformityor other undesirable action. This is taken to prevent
recurrence of the problem.
Corrective and Preventive Action
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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 thepotential
nonconformityor other undesirable potential action. This is taken
to prevent occurrence of the problem.
Correction vs Corrective vs Preventive
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Correction vs Corrective vs Preventive
Finalize the Report
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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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System and Tools
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System and Tools
This aims to provide our
valued customers, on-timesubmission of investigation
reports
System and Tools in feedback handling
http://172.20.32.130/carol3/Login.aspxhttp://172.20.32.130/carol3/Login.aspxhttp://172.20.32.130/carol3/Login.aspxhttp://172.20.32.130/carol3/Login.aspx -
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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 andorganized so that useful
information can be extracted
from it.
http://www.wisegeek.com/what-is-raw-data.htmhttp://www.wisegeek.com/what-is-raw-data.htm -
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Basic Flow
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Basic Flow
Data
Gathering
DataValidation
Data Analysisand RCA
Generation ofCorrective and
PreventiveActions
ReportGeneration
Submission ofReport
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Pie Chart
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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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Line graph
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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.
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Data Analysis: Overall Rating
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y g
Illustrate the overall achieved rating (monthly or weekly)
o Number of inspected files and pageso 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%
Data Analysis: Overall Rating
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y g
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
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y g
Ratings of each evaluated process
EPP Stacked Trending per Process
-
0.10
0.20
0.30
0.40
0.50
0.60
Nov Dec Jan Feb Mar Apr
Month
CE PREK PR TS XMLChk
FIGPROD 3B2 QA XMLConv
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
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y
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.
Data Analysis: Error Distribution
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y
Distributions of error types per supplier
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BPO Company of the Year2011 INTERNATIONAL ICT AWARDS
THANK YOU.