“Eighty-five percent of the reasons for failure to meet customer expectations are related to deficiencies in systems and process . . . rather than the employee. The role of the management is to change the process rather than badgering individuals to do better.” - W Edward Deming (1900-1993)
“We believe in being process dependent and people independent. Customer service expectations should be met by focus on continuous improvements through systematic, scientific, fact-based and data-driven process improvements in operations within each process will definitely yield desired results.”
- S V Krishnamurthy, President & CEO
Process Transitions
PMC effectively manages the client process transition with its standard Process Transition model, which has been built from our practical experience in migrating processes. We have migrated over 50 processes for our clients, gaining valuable insights into the probable challenges in migrating processes.
PMC’s process governance structure not only helps in close monitoring of quality and turn around times of deliveries but also takes care of effective escalation of issues.
Process Improvements
Process improvement is an ongoing, self-driven process at PMC. PMC continuously monitors the processes for turnaround times and errors that may take place. This focussed monitoring, combined with process expertise and best practice sharing result in incremental process improvement suggestions from PMC.
Business Continuity/ Disaster recovery
PMC has standard policy as regards data back-up and storage is concerned. Daily/ Weekly and Monthly backups are taken as per the data backup policy and the backup media is stored in different locations.
We develop process specific continuity plans in consultations with clients. In addition, PMC has spare capacity (“hot seats”) in its multiple delivery centers that can be used should any one of the centers be compromised. |
