1. 6 Sigma Principals to Help Quantify the
Voice of the Customer
By: Michael Maffei
General Manager, Customer Service
Caterpillar Financial (AccessAccount)

2. Agenda
By the end of this session, you will…
• How to identify the Voice of the Customer
(VOC) and how that translates to Six-Sigma
• Does Six-Sigma really matter when it comes to
evaluating your call center.
• How to start integrating Six-Sigma into your call
center organization.
• Evaluating the opportunity costs of Six Sigma.

3. 6 Essential Themes of 6 Sigma
• There is a Genuine focus on the customer.
• Data and fact-driven management is essential.
• Process Focus, Management and Improvement.
• Proactive and Involved Management at all levels.
• Boundary-less Collaboration and Involvement.
• A Drive for Perfection and a Tolerance for Failure.

4. What is the Goal of 6 Sigma?
• To increase profits by eliminating variability,
defects and waste that undermine customer
loyalty.

5. 6 Sigma Critical Success Factors
Business
Process
Framework
Quantifiable Customer
Measures &
& Results Market
Network
Committed
Committed
Leadership
Incentives Leadership
& Strategy is critical to
Accountability Integration the success
Full Time of 6 Sigma
6 Sigma
Team
Leaders
Leadership is KEY

6. 6 Sigma Methodology

7. 6 Sigma Processes
DMEDI: Create new DMAIC: Improve
processes, products, existing processes,
services products, services,
Leverage and sustain the gains achieved
by improvement and creation

8. 6 Sigma Roles
The Executive Leadership
must inspire, own, fund, and
• Executive Leadership drive 6 Sigma. They must lead
• Deployment Champions with clarity, consistency, and
commitment. Walking the
• Project Sponsors talk is critical. They identify
greatest areas of opportunities
• Process Owners for the enterprise and
business unit.
• Master Black Belts
• Black Belts
• Green Belts
• Yellow Belts

9. 6 Sigma Roles
• Executive Leadership Deployment Champions are
responsible for development and
• Deployment Champions implementation of 6 Sigma
deployment plans and
• Project Sponsors implementation for their business
units. DCs assist business unit
• Process Owners leadership with resource
allocation, prioritization of projects
• Master Black Belts and coordinate the project
• Black Belts selection with Project Sponsors.
• Green Belts
• Yellow Belts

10. 6 Sigma Roles
• Executive Leadership Project Sponsors are often line
managers / process owners and
• Deployment Champions are responsible for identification
and sponsorship of 6 Sigma
• Project Sponsors Black Belt projects. They work
with Deployment Champions on
• Process Owners project prioritization and
selection and oversee the details
• Master Black Belts associated with the deployment
• Black Belts plans and implementation. This
is a Critical role…this is the
• Green Belts “Rubber meets the road” position
within 6 Sigma.
• Yellow Belts

11. 6 Sigma Roles
• Executive Leadership
• Deployment Champions Process Owners are
responsible for sustaining
• Project Sponsors the gains. They inherit the
• Process Owners new or improved process
and ensure that the
• Master Black Belts process remains in control.
• Black Belts
• Green Belts
• Yellow Belts

12. 6 Sigma Roles
• Executive Leadership Master Black Belts are our internal
gurus. They are 6 Sigma experts
• Deployment Champions who train and coach Black Belts.
• Project Sponsors They are accomplished Black Belts
who demonstrated exceptional
• Process Owners technical expertise and leadership
qualities. They are full-time
• Master Black Belts coaches dedicated to making the
Black Belts successful.
• Black Belts
• Green Belts
• Yellow Belts

13. 6 Sigma Roles
• Executive Leadership
Black Belts are the full-time, trained
• Deployment Champions leaders of 6 Sigma projects. An
• Project Sponsors experienced Black Belts will manage
a portfolio of 3-5 projects delivering
• Process Owners $500,000 in direct, bottom-line
benefits. They also are responsible
• Master Black Belts for training new Green Belts.
Informally they network and
• Black Belts collaborate with other Black Belts
around the world to benefit the
• Green Belts enterprise.
• Yellow Belts

14. 6 Sigma Roles
• Executive Leadership
• Deployment Champions
• Project Sponsors
• Process Owners Green Belts work on
projects on a part-time
• Master Black Belts basis giving approximately
• Black Belts 20% of their time to a
project and are usually key
• Green Belts material or process
experts.
• Yellow Belts

15. 6 Sigma Roles
• Executive Leadership
• Deployment Champions
• Project Sponsors
• Process Owners Yellow Belts are everyone
within the organization and
• Master Black Belts must have a general
• Black Belts understanding about 6
Sigma.
• Green Belts
• Yellow Belts

16. Application of Six-Sigma in
Call Centers
• Voice of the Customer (VOC) - Provides a means to understand what
customers are saying and identifies internal processes that may be causing
customer dissatisfaction.
• Rep Dissatisfaction - Customer service representatives will often express
frustration that they cannot do their job because someone else doesn't do theirs.
• Human Resources - Define the new hire process by looking at such factors as
the length of time it takes to hire a new employee;
• Call Center Technology - Review of systems and processes that are in place
and how efficient they are in helping CSR’s perform their jobs consistently.
• Call Monitoring & Service Levels – Is the data collected from this forum used
to help improve call center processes?

17. What Do Your Customers Want?
The challenge is to understand how your customers define and prioritize the various needs and
expectations they have of your call center.
Product or Service Features, Attributes, Dimensions, Characteristics Relating to the
Superior Quality Function of the Product or Service, Reliability, Availability, Taste, Effectiveness - Also
Freedom from Defects.
Competitive Pricing Prices to Consumer (Initial Plus Life Cycle), Repair Costs, Purchase Price, Financing
Terms, Depreciation, Residual Value
Exceptional Service Wait Times, Turnaround Times, Setup Times, Cycle Times, Delays
Ethical Business Conduct, Environmental Impact, Business Risk Management, Regulatory
Reputable Organization
and Legal Compliance

18. Areas in Call Center to Identify
Voice of the Customer
• Quality objectives
• Customer feedback
• Call quality (evaluation score)
• Employee satisfaction
• First call resolution
• Turnover
• Errors and rework (accuracy – data entry)
• Percent quality monitored
• Efficiency objectives
• Adherence to schedule • Percent call back
• Cost performance • Percent sales conversion
• Cost per call • Average interviews per hire
• Strategic impact • Percent first call resolution.
• Customer satisfaction scores

19. Six Steps for Successful
Implementation
1. Identify the business role of the call center and its
core function and processes.
2. Identify key customers and customer needs and
expectations. (CCR’s)
3. Accurately measure current performance.
4. Analyze, identify weaknesses and opportunities.
5. Develop and implement process redesign.
6. Assume Control and improve CCR’s..

20. Call Center Process Measures
Determining current process performance What issues are relevant?
usually requires the collection of data. When
developing a measurement plan ensure that: Who will collect data?
Where is the data located?
– The data collected is meaningful When will it be collected?
What additional assistance is required?
– The data collected is valid
– All relevant data is collected What you want to do with the data?
concurrently
What precise data will be collected? Used daily, weekly, etc.
Identify trends in the process data
Performance measurement? Identify deficiencies in the process
Causes of process deficiencies? Demonstrate current process
performance
Do we analyze all relevant data or a sample? Identify variation in a process
Identify a cause and effect relationship
What is the right sample size?
What is the right frequency?
What will be the sample selection method?

21. Analyze Findings, Define Critical
Customer Requirements (CCRs)
Voice of the Customer Key Customer Issue Critical Customer Requirements
Actual customer The real customer The specific, precise and
statements and comments concerns, values or measurable expectation
which reflect their expectations regarding a which a customer has
perception of: product or service. regarding a product or
service.
1. An attribute of a Void of emotion or bias, the
product or service statement describes the
2. An experience with a primary issue a customer  Add additional menu items to
product or service or the voice system (bad)
may have with the product or
its delivery  Customer reaches correct
services. Describes the person the first time within 30
3. An encounter or experience surrounding the seconds. (Good)
experience with a attributes of the product or
business processes service expected or desired
or representative by the customer.
“I’m always on hold or end up
talking to the wrong person”
Wants to talk to the right person
quickly

22. Process for Developing Customer-Focused Business Strategy
1. Identify 2. 3. Collect 5. Develop
4. Analyze Process
Information Develop Voice of the
Findings/ Measures to
Needed from Research Customer
Define CCRs Monitor Status
Customers Plan (VOC)
• What business • Determine • Train • Analyze findings • Select input,
decisions do we research interviewing team output, and
need to make? collection • Display in process indicators
methodology • Pilot graphical format
• What questionnaire • Establish output
information do we • Develop • Convert VOC into performance
need to make structured • Modify CCRs targets
those decisions? questionnaire questionnaire, as
needed • Develop process
• What data do we • Develop to monitor
need for each analytical plan • Collect performance
piece of information from
information? customers

23. Understanding Your Role
• Management’s view of things is likely to be different than yours.
While there is no way to know everything that causes this difference in
perspective, keep in mind that scheduling, budgeting, and other issues are
almost certainly involved.
• Realize that your team will have developed a knowledge of the
process being reviewed that exceeds management’s.
• Make sure that you include the right information needed by the
stakeholders in the organization so they can make the right
decisions about your proposed solution.

24. Strengthening Your Case
• Explain how the solution will fit into the organization
– Who will be affected? How?
• Communicate with all parties who may be affected by your
recommendation.
• Review your implementation plan & solicit feedback.
• Make sure everyone understands why the solution is needed.
• Be prepared to sell your recommendations.
• Your goal is to present solutions that will work and be accepted.

25. Thank You
Questions