By using Lean tools, service call centers can transform themselves from a cost center into a profit center, as well as increase market share and enhance the customer experience in a competitive global economy.
This combination case study and tutorial illustrates Six Sigma use in an IT call center. It tracks a DMAIC project from inception through its five phases. Second in six-part series.
Two Six Sigma professionals recently posed questions in the iSixSigma Discussion Forum relating to queuing theory in a call center.
At many call centers, the measurement of quality is the number of calls handled per representative, per month. Feedback on individual performance is recorded and a score is computed from this data for use in evaluating each representative’s performance.
A iSixSigma Discussion Forum exchange involved the manager of a call center who was interested in eliminating her organization’s “online chat” channel of communication and have all contact flow through the phones instead.
Recently, a VOC survey revealed that operator response at a company was poor and customer satisfaction was low. The resulting improvement efforts serve as an example of how a service process can be turned around using the principles of Six Sigma.
One method of measurement can be a standard question that agents can ask the customer at the close of a call: “Is there anything else I can do?” or “Is this what you wanted?”
To reduce the amount of both consumer and agent fraud at call centers, error-proofing strategies can help Black Belts prevent such losses from ever taking place.
By Dennis Adsit, Ph.D. Here is the good news: To help their call centers improve, managers need to solve just one problem – between-agent variation. That’s right. Fixing that problem can take a call center to a new standard of…
By taking an unconventional approach to a call center problem, an organizational improvement specialist was able to find correlation between call volumes and bill mailings.
In an exchange on the iSixSigma Discussion Forums, a representative from a telecommunications firm was interested in learning about what methods are best to improve forecast accuracy at the company’s call center. After some discussion about defining the goals of…
Setting appropriate staffing levels for a service desk requires a way to forecast call volumes. While there are many forecasting techniques, one that is simple, easy to implement and can be applied to any size service desk is the best place to start.
By expanding the definition of business process effectiveness to include the expectation that the business process design reflects an organization’s values, the emergence of the new culture is supported.
A DMAIC project at a telecommunications firm reveals the root causes behind the problem of having too many customer calls being misdirected from the automated payment system to call center agents.
Speaking from a customer perspective, a Lean Six Sigma manufacturing expert provides reminders about what the critical-to-quality characteristics are for call centers.
This project, completed by online betting organization Betfair, was a finalist in the Largest-breakthrough Improvement Projects for the 2010 iSixSigma Live! Awards.
Although it has become an industry standard, one-on-one coaching is less valuable than many believe. Through the use of mathematical modeling, it is possible to see that coaching, even in moderate turnover environments, is a fool’s errand.