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  • #48420

    rohin
    Member

    Would like to know abt Lean-SixSigma and its applicability in Call center scenarios?

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    #163085

    Brandon
    Participant

    Robin, do a word search for “call centers” (top right of the Forum). You will see multiple discussions about them & the opportunities there.

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    #163088

    Dr. Scott
    Participant

    Rohin,
    It is very applicable. I am not sure if I can think of a process it isn’t applicable to….
    But from personal experience, there are huge gains to be obtained using Six Sigma in call centers. I have assisted in several such efforts.
    Regards,
    Dr. Scott
     
     

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    #163103

    Six Sigma guy
    Member

    Lean is best applied in Call center and help desk kind of an environment. Typically in most call centers there are bound to be lots of non value added activities such as call put on hold( which shows training gaps or other reasons), high ACW etc. Typically its better to map the as is process and go ahead and identify non value added activities and remove them.
    Cheers
    Six Sigma guy

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    #163107

    fake accrington alert
    Participant

    Dear Dr.Scott
    How  would  you  attract people  to  attend SS or Lean-SS  sessions or workshops,specially  people  working in  manaufacturing  and  service  organizations,considering  that  they  want  to focus  on CS,Change  Management ,etc.?How  to  integrate  those  vital  topics  into  SS or  Lean-SS?
    Appreciate  your  advice,thanks  

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    #163115

    Dr. Scott
    Participant

    Six Sigma Guy,
    I would not disagree at all against what you are saying. However, the initiial stages of Six Sigma do exactly what you recommend. Please read my response to the next post to hear an even more interesting story.
    Thanks for your response,
    Dr.Scott

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    #163120

    Dr. Scott
    Participant

    fake accrington alert,
    Another good question, see my response to the post before yours. 
    I have worked with the call centers of the three largest telecom companies in the US. Generally speaking, they all were experiencing the same problems:

    Calls too long
    Hold times too long (thought to be caused by the long calls of course or visa versa)
    Repeat calls (due either to miscommunication or due to field repairs not addressing the customer’s problem, two very different problems BTW)
    After the D & M stages, I learned that all of the above metrics were stable as can be on a control chart, but very much not capable.
    This is were the attracting or recruiting of trainees comes into play. I (with direct management support and participation) pulled in the supervisors, assistant supervisors, and a few call representatives from the call centers, one center at a time). We recruited just enough to not a cripple group performance (sometimes a bit of overtime was necessary), just enough people and time to learn.
    The supers said it was simple, “we don’t have enough people to handle all the calls. The representatives agreed with the supers, but added (after brainstorming sessions) that each rep had his or her own way of doing things (i.e., how to greet, how to respond, what to say, what screen on their PC to go to first, what solutions to choose first “based on experience” etc.). This was quite a surprise to supers and management alike since they had spent huge amounts on training for each rep.
    Long story short, I immediately started a large DOE with (almost) all the different “ways of doing things” included as factors. Each rep was printed a bound and laminated script of exactly what questions and process steps to follow on each call received. A high degree of auditing was necessary by me and the supers during the DOE to insure the reps were following their “recipes”.  The results of each rep were recorded (on the metrics mentioned earlier) and analyzed in using DOE (this took some help from management twisting the arm of IT).
    An already too long of a story made shorter, we improved each metric by at least 34%, and 87% in one case.
    Getting support of other call center management and supervisors was easy after that.
    Hope this shortened explanation helps all.
    Let me know if more holes in my statements need to be addressed in your case, cause believe me there are many holes.
    Cordially,
    Dr. Scott
     
     

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    #163124

    fake accrington alert
    Participant

    Impressive
    Thank You

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    #163190

    Six Sigma guy
    Member

    I have one of my experience with a top helpdesk dept in a big insurance company. The management wanted to improve their service levels by focusing on reducing volumes. We faced with two challenges one with 1) addressing small time internal improvement using dmaic – by improving staff efficiency,better call management, strict control over aux( schedule) adherence, better utilization through scientific staffing and scheduling, creating procedures to address different types of calls so that there is consistency in performance and thereby improving productivity 2) making big time improvements using dmadv- by introducing ivrs, and self management tools for the users so that they can solve the problems by themselves instead of having to call the helpdesk, creating faqs and guidelines in the websites so that they can read it and solve the issues by themselves, fixing the root problems which triggers the call volume etc.
    Result- Savings of $10,00,000 PA and reduction of FTEs by 50% and of course 10% of savings for my company :) and i continue to get the same salary :( :)
    Thanks
    Six Sigma guy

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    #163205

    fake accrington alert
    Participant

    Impressive
    thanks

    0
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