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Transformation of Quality Feedback Data into Analytics. The Newgen Way.

For the quality team at Newgen, continuous improvement is a cross-company endeavour, aimed at external as well as internal stakeholders.

We apply the 3Cs model for our analysis – Collection, Collation, Control. This involves gathering the data once feedback mails are circulated via our QMR (Quality Management Review) system, assembling them in an order, and acting as a control centre to drive the action plans.

Who is attributed to this feedback? How did it happen? What is the obstruction (performer negligence, process, tool)? This constitutes the WHO concept we follow at the collection step, providing us with the key data.

Our entire analytic data model revolves around the performer as we believe every feedback is associated with the employee/team’s performance. Our employees are our asset, and helping them improve their performance is our responsibility. In order to address the concerns raised in feedback, we need to have the proper data. Using that information, we map the entire data needed for the analytics. It has been structured in such a way that we narrow down our focus to the specific quality circle, function, client, and sub-division, total number of feedbacks, and so on. With the collated information, we create reports client wise/function wise, team wise, employee wise, monthly/quarterly comparison, last YTD to current YTD. This enables us to identify the focus areas and determine the best performers for the purpose of incentives and rewards.

By structuring and transforming the feedback data into analytics, we are able to fulfil monthly progress and implement our action plans to control the number of negative feedbacks. In 2020-21, the quality feedbacks were reduced by a significant percentage over the previous year. Our target for the current year is a 50% reduction.

The results we have achieved, the improvements we are making on a continuous basis, are all due to our unyielding focus on TQA. As Peter Drucker said, “What Gets Measured Gets Improved.”

This article is written by Srinivasan S, General Manager, CQI team


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