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PROCESS FLOW
 



Data Entry :

Data entry can be provided in conjunction with a mail survey, or as a stand-alone project. Our staff is cross-trained, which allows us to shift priorities quickly to meet project needs. Our staff is capable of handling thousands of entries per week using many different data entry protocols. Single-pass entry, double-pass entry, and double-pass entry with editing, along with our supervisory quality control measures, offer a wide variety of data entry options to our clients. The following are the stages used in data entry process.


Project Manager :

Reads through the questionnaire and notes specific items in the survey that need special attention in the data entry instrument. He also instructs the data entry team of client specifications.


Data Entry Employees :

First tier of employees who do raw data conversion. All data entry employees are required to go hrough special data entry training for each data entry project. In the training, project-specific protocols, the background and purpose of the survey, and project timelines are discussed. Furthermore, All data entry employees must enter at least five to ten practice cases before entering actual cases, depending on the type of data and percentage of accuracy involved.


Editor/Proofer :

Random samples the files for any typographical or content errors.


Floor Manager :

Handles the duty of addressing data entry employees doubts and helps clarify them. He will monitor the output and the quality of output from the data entry employee.


Supervisor/lead worker :

Compares the responses indicated by the client in the hard-copy questionnaire to the data file created from the data entry procedure and also monitors discrepancy between them in the process of data entry. He additionally takes up the responsibility for frequent quality checks on entered data. Mail and Data Entry.


Supervisor :

Reviews all problems or questions and collaborates with floor manager for unclarified doubts and communicates with the client for further review.

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