Generic Value Stream Map - Example of how Lean can be applied in a Call Center

[giles cory]

I work in a Six Sigma shop and have recently started to study Lean on my own time. I want to convince my boss to get me some formal training or, at least, pay for some text books.

If I can show him an example of how Lean can be applied in a call center it would help greatly. I have limited knowledge, but tried to construct the current vsm and possible future. However, it's not good enough for presentation.

Does anyone out there have a typical example?

 

[Marc]

I know this is an older thread, but does anyone have anything that would add to the information database here? My Thanks in advance!

 

[DanteCaspian]

First steps are often the most difficult. It is often the initiative and dedication of one or a few that can persuade the change.

"Formal" education at this stage, in your case, may not be necessary. Education is.
Get yourself a few of the top books by authors James Womak, Dennis Pascal and Norman Bodek.
For all processes and understanding of VSM is required. Pick up, Creating Continuous Flow by Mike Rother & Rick Harris, and Learning to See
by Mike Rother and John Shook.

Now, "knowing lean" is never sufficient. There must be a skilled leader, or team of leaders to create the motivation and vetting of culture change that equates to continuous improvement. If you have the drive and can gain the confidence of people in time, get started!

At some point you will have to read The Toyota way, to get a sense of the genesis, the psychology and true intentions of Lean, but it can be more of a difficult read for those just embarking on the journey.

Lastly, but as impotent, network. Find those in your area or anywhere that can share ideas and help.

Some Six Sigma places have a hard time wrapping their head around this stuff; but with the right examples done, you will gain momentum and credibility.

 

[pthareja]

First steps are often the most difficult. It is often the initiative and dedication of one or a few that can persuade the change.

Now, "knowing lean" is never sufficient. There must be a skilled leader, or team of leaders to create the motivation and vetting of culture change that equates to continuous improvement. If you have the drive and can gain the confidence of people in time, get started!

.

I endorse DanteCaspian fully, especially backing the cultural part. If one has the will, one would find a way. Knowing VSM will render the process a scientific flavour, a fire for accelration to identification of wastes and redundancies, but never the culture to react to that.

When you say Tayota way's reading is tedious, yes it supports the anticultural rigidness to wastes. If there were a cultural alignment, then every Toyota way was just obvious?

So for Lean, keep learning, the Life cycle way -ever renewing with culture, concepts and Change!


Priyavrat Thareja

 

[Duke Okes]

I doubt that lean will be very useful in a call center, but six sigma definitely would be.

 

[DanteCaspian]

I doubt that lean will be very useful in a call center, but six sigma definitely would be.

Six Sigma is very useful, yes, but I have not found an industry where Lean has not been able to boost performance, eliminate unnecessary wastes, increase value and profit.
I have personal lead it in: retail (mom & pop size to large), warehouse, customer service, manufacturing, process engineering, engineering, parts and component design, photography post process, supply chain management (particularly purchasing), scheduling, quality assurance fields, task management, home building and more. Tailored to each environment It always shows measurable gain and improve shareholder and employee work environments.
Six Sigma and Lean are combined in many businesses and by consultants because of this.

 

[pthareja]

I M Possible? that's the right attitude

Why not try Lean in a call center scenario?
Well identify the wastes? Waiting .. call on hold, Multiplexing equipment faults, routing refused..line down, or simply process wastes.

Is clubbing of requisite info club-able ( Viz. Is flight on schedule?)

I am not from Telephony or info services/ PR so can't contribute much.

But there are several experts around.

Priyavrat thareja

 

[Harold P]

While working as a Consultant I conducted a couple of projects in Call Centers where the focus was to introduce elements of Lean. I will be up front that this was not a pure lean implementation as the companies we were working with had thier own desired outcomes. I am not with this company any longer so I cannot provide the Value Stream Map file.

Their goals were to improve Service Level, improve CSR consistency (they had many different centers throughout the US and wanted to appear as one company) and improve sales dollars generated by CSR's.

Standard work and instruction played a huge role in helping us improve CSR Consistency as well as improving Sales $. The first thing we did was standardize company expectations as to what should occur during a call. While some of the specifics were dependent upon which department the CSR was in (i.e. - Tech Support, Customer Service, activations, etc) the main pieces such as proper greeting, call etiquette, listening skills, ability to ask clarification questions, etc were standard. We worked with Supervisors and Senior CSRs to identify everything from how we should answer a call ("Thank you for calling Company X. My name is Bob, how may I assist you?") to what defined good listening skills (using customer name, avoided having customer repeat information, etc). Once a standard call was established we rolled out the new expectations. This was done repeatedly through center meetings, team meetings and one-on-one trainings. Once it was rolled out and all CSRs were trained we began a formal, standard call monitoring system looking for coaching opportunities.

Training included helpful sales techniques and we used actual call examples to show how successful these tips were. This helped with buy in and through discussion we began sharing and documenting "best practice" sales methods. This is the part the helped impact the sales dollars.

Service Level also began to improve while we were doing this. Calls were handled faster as CSRS were better prepared so customers were getting better service and the company was able to handle more calls with the same staffing while making more revenue / call.

In addition to focusing heavily on Standard Work we introduced 5S techniques as well. We standardized what resources each CSR should have at their desk and where other support materials (sample phones, sales ads, etc) were to be kept.

Hope these ideas help.

 

[citeam]

I doubt that lean will be very useful in a call center, but six sigma definitely would be.

I disagree. I have successfully worked with teams in call centres (complaints) in several locations & Lean overpowered Sigma by quite a stretch. Sigma simply proved or disproved the hypothesis in numerical terms.

The real winner was the identification of the waste within the process due to previous 'prolonged resolution' of the complaints (CS VSM to FS VSM).

The results led to the removal of AHT which resulted in the CUSTOMER being satisfied significantly at FPOC.