The Lean-six-sigma Based Optimization Scheme Design Of Outbound Working Hour Utilization At C-bank

With the development of social economy,the proportion of the tertiary industry in the national economy has gradually increased,and the competition in service industry has become more and more fierce.As a window for customer service,the call center has become a must department of every enterprise in service industry.The management levels of the call centers can represent the market competitiveness of the companies.The banking business is the important part of the whole service industry,so that the improvement of the call center efficacy is becoming the significant point.The outbound business makes the essential part of the banking call center service.In the past,the call center of the banking enterprise was mainly focused on the incoming call service,receiving calls from customers,providing consultation or dealing with complaints.That made its position in the “cost center”.However,market competition prompted more and more enterprises to pay attention to the outbound service and contact the customer by active telephone,recommend them products or services to obtain business income.In other word,the call center is transforming into the “profit center”.Therefore,it has great practical significance to study the efficiency management of outbound business and optimize the utilization of outbound working hours,which can achieve the purpose of “reducing costs and increasing efficiency” and effectively improving the market competitiveness of enterprises.This paper selects C Bank as a case to study the influencing factors and optimization schemes of outbound working hour utilization.C Bank is a large-scale commercial bank with multiple call centers and several kinds of business throughout the country.It provides both inbound and outbound services with one unified telephone service number.It has certain representativeness and typicality: The problems exist in C Bank's outbound working hour utilization rate can reflect common problems in the real industry.The current status of C bank's outbound business is: First,the operating cost has increased year by year,and the output has not increased accordingly;second,the performance of the same business in different call centers varies greatly;third,the employees have many errors,and the rework takes a lot of time.Therefore,the utilization rate of outbound work is the realistic problem which C Bank is need to be done as soon as possible.This paper is trying to studying the case of C bank's call center with the DMAIC progress improvement theory of 6sigma,manipulating 6sigma's tool in DMAIC analysis step to study the problems of C bank's call-time utilization rate.To focused in the problems of the C bank's call-time utilization rate,this paper is using the quantity factors to describe them with formulas,locating the key infector of "employee error rate",combing and summarizing VOC/VOB(voice of customers / voice of business),locating key customer requirements,using causal matrix analysis Influencing factors.The factors were studied by DOE test of the employees and the system operating path,then suggestions were made by optimizing task allocation,formulating business specifications,and improving system operation.Using lean thinking to study "how to improve the length of each seat call out" combined with the actual situation of the case to propose a double shift system,which not only improves efficiency but also reduces employee labor intensity.At last,the optimization scheme was taken by controlling and operating methods.These implementations have certain universality and are also of reference value to similar enterprises.