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* To hit service levels
* To exceed customer expectations
* To find ways of improving customer interaction
Philip Lacey defines quality as ''"the objective measurement of a subjective need." '' So with this definition we find the reason we are performing quality. Quality programs are put in place to ensure that
* A clients contractual requirements are delivered
* A legal requirement is complied with
* a single interaction (one phone call)
* a case (a number of interactions all centred around a single common thread)
* a process (the production or manufacture of something which has a measurable output, i.e. the product production of a chocolate bar)
What remains to do is to understand the options available in each of the CLAPS phases. These are detailed in the training documentation with further descriptive information below.
When an assessment is scored, there is an overall score of for example 75%. Being able to focus on where most of the marks are lost is why section groups can be so important. So if we got 0% for the opening 50% for the process and 25% for the closing, we know that the focus then needs to be on "opening".
== Reference and Training Material ==
From a very early stage it is possible to leverage contributions from a number of departments in helping to build a complete quality program and reduce work for those departments.
Each question within a Form can have an internal link to eCourse reference material or an external link to a website or network drive document. Associating each question with key training material allows Training, Operations, Legal and Quality to all contribute to the documentation of perfect process support material.
As a worked example: Operations has a document describing how a process is to be performed. The process is created in an eCourse page and linked to a question in the QA form. Legal are supplied with the link and can contribute to refine how the process works. This document now serves as perfect base material on which to base training and give team leaders and managers perfect guidance on how the process is to be performed.
As any department can contribute the improvement of the process:
* Repeating work is removed (Training and Operations don't have separate versions to maintain)
* A single central authorised version is created
* The latest version is always available to everyone
* There is an audit trail of its use
* There is an audit trail of its modification
* It can contribute greatly to the achievement of ISO standards such as ISO 27001 and ISO 9001.
* It can be used as a selling point by a BPO to demonstrate to a client their value add
== Calibration ==
Calibration is the term usually used to test assessors to ensure that they all grade consistently across all their assessments. Before assessing begins, assessors are given the same material to review and their scoring is reviewed to ensure they are consistent. This is possible using bxp as the central form for capturing responses.
If however the above centralised Reference and Training Material model is used, calibration becomes exceptionally easy to perform as assessors are given model answers against which to base their assessments. Any ambiguity in interpretation of the meaning of the processes and procedures then leads to improved documentation for all the other departments. The model completes the virtuous circle that QA should be able to provide to any process by giving expert feedback to improve processes overall rather than as a simple checking mechanism.
