Improving Service to Customers: One ABs Journey Hershal C. Brewer, CCT NCSLI July 30, 2009
What we will hopefully learn Both Accrediting Bodies (ABs) and laboratories need to service their customers This presentation includes some ideas that a laboratory or an AB can use to improve service Some specific tools that can be used are outlined Some concepts are presented in a general sense This is presented based on the journey towards better customer service Some changes are already implemented Some changes are still in development Some changes are future projections June 11, 20162Copyright 2009
June 11, 20163Copyright 2009 Customer Service A working definition: Provide a service and/or product to the customer for a fair price in a reasonable time Maintain a professional and cordial approach Constantly strive to improve Realize customers may be either internal or external Customer service has many perspectives Expectations which may be formally defined and documented Expectations may be assumed Opinions regarding actual delivery Definition of who the customer is, internal and external
Perception Accrediting bodies (ABs) are often seen as “police” Arrive to enforce the rules Serve the needs of the international community more than the individual laboratory Poor customer service Long time to achieve accreditation High cost Nitpicking Ride in, write corrective actions, then leave the laboratory holding the bag June 11, 20164Copyright 2009
Fairness There is some truth to the perception but some fairness is in order Each AB must assess according to the applicable Standard For laboratories that is ISO/IEC 17025:2005 The Standard has rules in it International recognition is a necessity for many customers of the AB and the international recognition has additional rules The AB must also have rules regarding how it applies its policies and other requirements The AB must also charge in order to stay in business as any other business does Still, the AB should strive for improvements in customer service June 11, 20165Copyright 2009
Expectations and delivery Expectations Formal Defined in contracts, policies, and similar documents Available to the customer Customer agrees to these during application process Informal May be realistic or unrealistic expectations for a number of issues Cycle time from application to accreditation Knowledge and responsiveness of Staff and Assessors Opinions regarding delivery may be based on the formal, but often include the informal Rightly or wrongly, the informal will often define the customer’s satisfaction! June 11, 20166Copyright 2009
The Customer Customers may be internal or external External customers are obvious Organizations seeking accreditation MRA organizations and other signatory ABs Regulators and specifiers, or similar Internal customers may be less obvious but are also important Management depends on input Administrative Staff rely on proper information so they can be effective Assessors rely on Management and Administrative Staff for their timely support Assessors also rely on the external customers to provide necessary information June 11, 20167Copyright 2009
Assessment model The assessment model has at once limitations and benefits, which translate into customer service All-Staff model Advantages Greater control of assessment process Control over schedule Consistent interpretation Customer has a name at the AB in case of questions or issues Disadvantages Inherent productivity and growth limitations Cost issues with larger Staff necessary to handle growth June 11, 20168Copyright 2009
Assessment model All contract model Advantages Lower overhead to the AB Assessors are paid specific amounts for the work, based on a payment schedule Greater flexibility in programs Simply get contractors in that field Disadvantages Less control over assessor schedules Consistent representation by assessors, especially if assessors work for more than one AB Increasing assessors to compensate for schedule issues may result in less work for each assessor June 11, 20169Copyright 2009
Assessment model Hybrid model (Staff and Contract) Advantages Closer contact between customers and the AB than the all contract model Greater schedule control than all contract model Staff can also conduct assessments, even short notice Ability to service more customers and at a lower overall cost than the all Staff model Disadvantages Staff oversight is necessary resulting in growth limitations Costs are higher than the all contract model June 11, Copyright 2009
Learning the lesson Know your own service model Your model to service your customers will have advantages and disadvantages The comparison may be similar as that for the ABs Know your customers and what they need and seek ISO/IEC 17025:2005 Clause requires the laboratory to Seek both positive and negative feedback Evaluate that feedback in order to improve Find out what your customers want for better customer service Their needs may vary from one to another June 11, Copyright 2009
Learning the lesson Once you know what your customers seek you may find that you have to change your service model to take care of your customers How to change your service model Identify the approach that will provide the best service to the customer, and the least financial impact to the laboratory The most common approach is a Cost – Benefit Analysis Another approach that should be included is known as a SWOT Analysis Strength-Weakness-Opportunity-Threat Consider primarily current business Include reasonable projections of new business as appropriate The next two slides illustrate these approaches as examples June 11, Copyright 2009
Cost – Benefit Analysis This compares known costs to projected benefits For example: a laboratory wishes to change from all Staff model to all contract model The costs for salary and overhead are known or can be easily determined Productivity information for technicians and administrative personnel can be determined Assuming a consistent revenue stream a projection can be made of the potential savings Technicians and administrative personnel may be paid higher but resultant overhead to the laboratory will be reduced However the laboratory should also complete a SWOT Analysis June 11, Copyright 2009
SWOT Analysis The change in model needs to be considered Strengths Likely improved service to customers Additional personnel can be contracted as needed Lower overall costs to the laboratory Weakness Local availability of qualified personnel Opportunity Lower overall costs can result in lower prices to customer and therefore more business Threats Personnel may feel betrayed and seek other opportunities June 11, Copyright 2009
Additional programs We have seen a very basic example of a decision approach that a laboratory can use The example also illustrates ways an AB may employ various tools to improve customer service Another approach is to offer additional programs The programs may be recognized and under international scrutiny ISO/IEC 17020, ISO Guide 65 The programs may be National in nature Lead in paint testing, Energy Star The programs may be unique to the AB and/or a specific industry Special Inspection for construction June 11, Copyright 2009
The Future The basic question for many here is how ABs may improve customer service for the future Reduce assessment time Minimize impact and disruption to the laboratory during assessments Reduce or control costs Streamline administrative processes Shorten cycle time from application to accreditation Work closer with customers Provide or assist in training Provide or assist in proficiency testing or inter-laboratory testing (PT/ILC) or accredit PT providers Participate in industry and Standards efforts as appropriate June 11, Copyright 2009
The Future Technology and its benefits Integrated capabilities Real time audio/video feeds Allow Management or other reviewers to see remotely May allow additional efficiencies Dedicated file locations for information sharing June 11, Copyright 2009
The Future Technology: Existing platforms Sharepoint 2007 and SSL type protocols Web cams Instant Messaging New evolution of platforms Constant uplink to secure site Integrated webcams (or similar) to feed the uplink Interactive audio/video between assessor and AB Management Reviews by ILAC/APLAC may be at least partly conducted by distance Saves time and travel costs June 11, Copyright 2009
How to get to the Future Planning IT requires planning Data migration Computer compatibility Software compatibility Training Revenue Investments will have to be made By both AB and laboratory As technology evolves, costs will come down Therefore, the future may take some time to arrive However improving service can and should be much quicker! June 11, Copyright 2009
In Conclusion Thanks for coming! Questions? Don’t forget to fill out the comment forms. June 11, Copyright 2009