breakdown of detractors sixsigma

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Computer Science

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Dec 6, 2023

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Comp1 11/20/2023 Christina Jarrell OPSCB/574 Instructor: John Soltys

This project is being conducted using the six-sigma model. The six sigma is being used to make improvements in the company’s detractor surveys. On every call an outsourced company provides a small survey to the member after the call based solely on the interaction between the advocate and the member. Passing goal is 80% or higher and is achieved through providing exceptional service and ensuring member is satisfied at the end of the call with all improvements made. Detractors on NPS is determined by the member giving a less than satisfies score of 0 to 8 based on how they felt their service of care was conducted. Many times the detractors are valid in the scoring due to pulling the calls and scrubbing them for the root cause of the dissatisfied scoring. The results end in the root cause showing the advocate failed to use empathy and or showing compassion on the calls along with the lack of educating the member on how the survey is based on the interaction between the member and advocate. The low project scores cause the company to be forced to pay high financial penalties for failing to meet contracted KPIs. Due to the urgency of needing to turn around the Measured improvements will be evaluated weekly as suggested on the flow chart. The aggressive statistical improvement chart is mapped out to show the advocates current metric value for their current scoring of NPS the examples include show that the outlier advocates are not meeting the required 80%NPS project goal. There is a SMART goal that follows the DMAIC (Design, Measure, Analyze, Improve, and Control) structure to reduce the overall NPS per agent. The design is to increase the score by at least 10% weekly through improving the key behaviors found during call listening. This will be a live coaching meaning the advocates managers will listen along on calls and get to the root cause of the behaviors the advocate has during the calls that are driving low scores for the members. This stage is done

during the analyze stage where the advocate and the manager can analyze the behaviors such as lack of mentioning and providing education on the survey. The next step would be to improve, after the live coaching the advocates will then continue to take calls while using the new tools introduced to them by the manager while the manager spot check the calls to ensure changes are being made then a recap follow up meeting will take place to go over the improvements made. Survey results have a 30 min turn around time so its quick to be able to see the improvement impact from the advocates making behavior changes while on calls. This results in being able to control the outcome of the surveys quicker. Using the six sigma is great for being able to drive to the root cause and provide a quick turn around on improvements of failing KPI metrics specifically NPS to this project. The sig sigma is centered around improving customer service so this model works well with the NPS driven surveys. This method helps to provide a light at the end of the tunnel to end paying so many monthly penalties in the failed detractor surveys. The reason this works is it helps to provide a quick turn around through using real time data to find root causing behavior on the calls we can be able to provide the managers the ability to listen to the calls and find the behaviors for the detractors and rush to coach the advocates behavior and provide a turn around quickly. A fast resolution is needed due to the nature of paying out penalties to failing this KPI. My recommendations to this is to stay on the detractors or low lying fruits and continue to drill down to the root cause of the failures. Setting an aggressive goal for achievements can continue to be done as this is a behavior issue and can be real time corrected through lise listening and coaching’s of the advocates. The sig sigma is the best model in this specific

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situation being centered around the NPS detractors as opposed to the lean concepts. I would continue to drive the increase until we are at a project goal of 80% through working with the low lying fruit and providing many opportunities for positive reinforcement through live coaching of the advocates.

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