Setting Up A Quality Control Plan

Quality control (or quality assurance) is one of the most effective ways of measuring your company’s success. For a service company, quality control is very subjective so it’s important to structure the program so it will provide useful feedback that reflects the actual performance of your company in the marketplace.

PROGRAM BENEFITS. There are many reasons to set up a quality control plan. They include:

  • Contract requirement — Many government contracts and large corporations, such as food processors, drug manufacturers, etc., are requiring that quality assurance (QA) programs are utilized in fulfilling their pest control contracts. Typically, this is in addition to their in-house QA program.
  • Evaluate technician performance — Areas evaluated include the technician’s problem-solving capabilities, his or her communication skills with customers and supervisory personnel and appearance. At American Pest Management, where I work, one of the criteria we look at is our rate per hour. If the rate per hour is excessively high (more than $120 per hour), we look at the service tickets closely to see what the technician is doing, but more importantly what he or she may not be doing. On the other hand, if the rate per hour is very low (less than $50 per hour), we look at the service ticket to determine if there is a problem, e.g., extra service calls that the technician has not brought to our attention. Or, we consider raising the price because the service requirements have changed.
  • Evaluate company performance — Complaints are one way of looking at this issue, however, they typically assesses only the worst case situations. We inquire about the service the customer receives from the technician, e.g., if the service is friendly, courteous and timely. In addition, we inquire about the performance of our office staff, e.g., their courteousness and responsiveness. We want to know what our customers like best about the company and our services and the changes they might suggest to improve our services. (It’s best to cast these questions in a positive light instead of asking what customers don’t like about the company and its employees.)
  • Evaluate customer perspective — Most of the information derived from evaluating technician and/or company performance is based on the customer’s perspective of our services.
  • Develop new leads — The development of new leads occurs in several ways. For example, we ask the customer directly if they would like to review their service with a service representative. We also inquire about other properties we don’t service and are owned/managed/operated by the same company. We evaluate existing services to see if additional service may be of use. Another factor to consider in setting up a QA program is the type of accounts being serviced and the approach to take with each. Commercial, residential and specialty accounts require a different approach when conducting the QA evaluation. For instance, commercial accounts vary a great deal with regard to the type of accounts. Furthermore, in commercial accounts the point of contact may vary widely, e.g., property manager, resident manager, building engineer, production supervisor, etc., whereas in residential accounts the homeowner is the principal point of contact.

    QUESTIONS TO ANSWER. In setting up a QA program there are two fundamental questions that must be answered: What do we want to know and how will we put this information to use? Answers are instru-mental in selecting personnel and deciding on the methods to be used for the QA evaluation.

    Selecting the right person as the QA evaluator is critical to the program’s success. The QA evaluator should be selected from people within the company. Preferably, select an individual who has been with the company at least five to 10 years and has experience as a technician and supervisor. The individual must be technically competent, but above all he or she must be a people person with good verbal and written communication skills.

    There are several ways of conducting the QA evaluation and the method depends on the type of account, availability of personnel and the purpose of the evaluation. For instance, telephone and mail-in evaluations are adequate for residential and some small commercial accounts. These evaluations typically focus on the quality of service, evaluation of the technician and customer service personnel. This type of questionnaire offers an opportunity for the customer to be candid and also provide input on how your service could be improved.

    The on-site QA evaluation is much more detailed and can be conducted by in-house personnel or by a contractor. This evaluation reviews the service in much more detail and does not rely solely on the input of the customer for the evaluation. The evaluation focuses on pest problems at the time of the evaluation and the condition of interior and exterior areas that may contribute to pest problems. It also offers an opportunity to provide notes to the customer and technician regarding things they can do to improve the pest management service to the property.

    Once the QA evaluation is complete, all the information (e.g., service tickets, rate per hour, additional and extra service requests) is reviewed to determine if there is a need to make any changes in the pest management services for the customer.

    Regardless of company size there is no doubt that a QA program can improve the quality of service and in many cases lead to increased service. Furthermore, QA is an invaluable communication tool that shows your customer you care about their needs and value their opinion.

    Dr. Richard Kramer is a board certified entomologist and president of Innovative Pest Management, Brookeville, Md. He also serves as technical director of American Pest Management, Takoma Park, Md.

  • May 1999
    Explore the May 1999 Issue

    Check out more from this issue and find your next story to read.