TeleTech® www.teletech.

com
2009 NASDAQ: TTEC

Supervisor On-Boarding
Root Cause Analysis 101
“Lights… Camera… ACTION!”

2009

©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.

 Course Objectives

Upon completion of this course, you will be able to:

 Define root cause analysis.

 Describe the steps of the RCA process.

 Describe the different tools used in the RCA process.

 Perform a complete root cause analysis based on scenarios given.

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 ©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.
Getting To Know You

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 RCA in PESOS

Prepare Explain Show Observe Support

ReDIAL GROWS RJOBB REWPA 5Rs

1. Relevant documents
2. Discussion plan
GROWS
1. Goal setting
2. Reality check
1. Role play
2. Job Shadowing
1. Request
2. Encourage
1. Rapport
2. Recap
3. Origin analysis 3. On-the-job-
3. Initial diagnosis
4. Attitude
5. Logistics
1. Goal setting
4. Work on causes
5. Summarize
Training
4. Buddy-up
3. Watch
4. Praise or redirect
3. Recognize
4. Realize
5. Accept or not 5. Refine
2. Reality check

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5. Benchmarks

3. Origin analysis
4. Work on causes
5. Summarize

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 What Is Root Cause Analysis?

Root Cause Analysis

 A step-by-step approach to identify the root causes of a problem or event

RCA Process Steps

 In order to be effective, RCA must be performed systematically. Causes and conclusions need to
be backed up by evidence that is documented properly. RCA steps can be summarized by the
acronym A.C.T.I.O.N.

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 RCA Step 1: Assess

The first step is to identify the performance problem by conducting a gap analysis.
A problem is defined as the gap between the ideal performance and actual performance.
Performance gap analysis can be performed for both individuals and teams.

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 RCA Step 1: Assess – Gap Analysis

Gaps may be identified through the use of:

 Scorecards
 Quality evaluations
 Calibration sessions (with ACE coach and team leader)

 Daily observations

 On-the-fly monitoring or coaching

 Feedback

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 RCA Step 1: Assess – Problem Statement

Create your problem statement using the following questions as guide:

 What is the current/actual performance?
 What is the desired or required performance?
 What is the difference?

Problem Statement Examples

 During the month of January, we received an average of 3 complaints per week on billing errors,
totalling 120 complaints overall. The target is zero billing errors.
 Since Q1 of this year, Program X has missed Service Level by at least 20% average.

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 During Q2, the AHT of Program Y consistently was 7 minutes. The target AHT is 5 minutes.

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 RCA Step 1: Assess – Gap Analysis Activity

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Houston, we have a problem.
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 RCA Step 1: Assess – Gap Analysis Activity

Activity Instructions:

 The class is to be divided into three groups – Nostromo, Galactica, and Excelsior.

 Each team will receive a packet that contains a scorecard for an associate, a team leader, or a
program.
 Your team will work together to analyze your assigned packet and identify:
_ The problem metric

_ Actual and target metric performance

_ Problem statement

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 Each group has 30 minutes to complete the activity. Afterwards, choose a representative from your
group to present your findings to the rest of the class.

NOTE: Use the Spaceship Dashboard to present data.

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 RCA Step 2: Collect

Data Collection is the process of preparing, collecting, and presenting data.

Data collection involves:

 Pre-collection action
 Collection
 Presentation of findings

Pre-Collection Questions:
 Is the data collected?

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 Has the data been collected by/from the right source?
 Is data collected in a timely fashion?

 Do we have enough historical bases on the data collected?

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RCA Step 2: Collect

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The data collection process must be:

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 RCA Step 2: Collect – Presenting Findings

To make sure that the data presentation makes sense, check to see if:
 The appropriate chart or graph type is selected.

 Depending on the data presented, scales are set accordingly. Scales are numbers that show the units
on the graph.
 There are enough data points (minimum of 20 points) on the graph.
 Frequency of data point is identified properly.
 Chart/Graph indicates target and which direction is good.
 Time is graphed correctly.

 Trend line is included. A trend line is used to identify and confirm a trend or movement in the data
collected. You can add a trend line in Microsoft Excel by accessing the Chart Menu.

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 ©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.
RCA Step 2: Collect – Presenting Findings

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 RCA Step 2: Collect – Who Wants To Be a Millionaire?

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WHO WANTS TO BE A MILLIONAIRE is a trademark of Celador International, Limited, a United
Kingdom corporation.

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 RCA Step 2: Collect – Who Wants To Be a Millionaire?

Activity Instructions:

In this activity, you will be playing “Who Wants to Be a Millionaire?”

 Rules of the game are very similar to that of the real TV show. You need to answer the
question correctly to advance to the next question.
 You must answer all 15 consecutive multiple-choice questions correctly in order to win the
game.

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 RCA Step 2: Collect – Graph It!

Activity Instructions:

 From your findings in the previous activity (Houston, We Have a Problem), you are now to
graph the problem metric that was identified.
 The goal of each group is to create a chart or graph representing the historical data on
each of your scenario packet.
 Afterwards, you are to present your chart or graph to the class.

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RCA Step 3: Trace – Process Map Legend

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RCA Step 3: Trace

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Process Map

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 RCA Step 4: Investigate

Brainstorming is a group creativity technique designed to generate a large number of ideas

for the solution to a problem.

Steps to brainstorming:
1. Define the problem.
2. Set the time for the brainstorming session.
3. Document all ideas. Welcome all ideas. Do not judge them as good or bad. The more ideas
there are, the better the result.
4. Set the criteria for judging the ideas and select the best one.

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 RCA Step 4: Investigate

Asking "Why?" is a favorite technique of a three-year-old child.

5 WHYs is a technique used in the Analyze phase of the Six Sigma DMAIC methodology
wherein you peel away the layers of symptoms which can lead to the root cause of a
problem.

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 ©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.
RCA Step 4: Investigate – 5 WHYs

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 RCA Step 4: Investigate – 5 WHYs

PROBLEM: Agent X consistently has issues with Reliability towards the end of payroll cut off.
(3 month average of 80%)

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 ©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.
RCA Step 4: Investigate – Ishikawa Diagram

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 RCA Step 4: Investigate – Ishikawa Diagram

Causes in a typical diagram are normally arranged into categories, such as:

The 6 Ms
Machine, Method, Materials, Measurement, Man, and Mother Nature (Environment)

The 8 Ps
Price, Promotion, People, Processes, Place / Plant, Policies, Procedures, and Product (or
Service)

©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.

The 4 Ss
Surroundings, Suppliers, Systems, Skills

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 ©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.
RCA Step 4: Investigate – Ishikawa Diagram

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RCA Step 4: Investigate – Pareto Chart

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RCA Step 4: Investigate – Pareto Chart

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 ©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.
RCA Step 4: Investigate – Pareto Chart

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 RCA Step 4: Investigate – Pareto Chart

Pareto Chart in Microsoft Excel

1. Ensure categories are appropriately chosen.

2. Arrange data in descending order.
3. Add a column for cumulative percentage.

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 RCA Step 4: Investigate

©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.

CSI: Crime Scene Investigation, copyright 2009 CBS Broadcasting, Inc.

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 RCA Step 4:Investigate – CSI

Activity Instructions:

 Each spaceship team will be given a CSI tool (5 WHYs, Ishikawa, or Pareto).

 Teams will utilize the tool to create an in-depth investigation of the failure points identified
in the previous activity.
 Teams will present their findings to the class after 20 minutes.

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 RCA Step 5: Offer Options

Benchmarking is a process used in strategic management in which organizations evaluate

various aspects of their processes in relation to best practices, within and beyond their sector.

Steps to Benchmarking:
1.Identify problem areas.
2.Identify other teams that have similar problems.
3.Identify teams that are leaders in these areas.
4.Survey other teams for measures and practices.

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5.Visit the "best practice" teams to identify leading-edge practices.
6.Implement new and improved team practices.

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 RCA Step 6: Nail It Down!

Action planning outlines performance goals and the activities that will help achieve those
goals.

An action plan includes the following components:

 A statement of the current situation
 Specific goals

 A timeline

 Action steps

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 The coach’s role
 Measure of success

 Resources

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 RCA Step 6: Nail It Down!

Explains the current situation

Indicates the specific goal of the

action plan

Due Date – date by which goal

should be achieved

Review Date – date on which

coach and coachee should meet
to review progress

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Explains how the achievement of
goal will be identified

Indicates actions for both the

coach and coachee

Indicates relevant development

resources available

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 Course Objectives

Congratulations! You have completed the Root Cause Analysis 101 course.

You should now be able to:

 Define root cause analysis.
 Describe the steps of the RCA process.
 Describe the different tools used in the RCA process.
 Perform a complete root cause analysis based on scenarios given.

©2009 TeleTech Holdings, Inc. TeleTech Confidential and Proprietary.

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