EVALUASI DAN PENINGKATAN KUALITAS SISTEM PELAYANAN CALL CENTER DENGAN PENDEKATAN LEAN SIX SIGMA (Studi Kasus pada Call Center 147 PT. TELKOM DIVRE IV JATENG-DIY)

ABSTRAKSI PT. Telekomunikasi Indonesia, Tbk (PT. TELKOM) merupakan perusahaan telekomunikasi terbesar di Indonesia. Call center bertanggung jawab atas pertanyaan dan komplain pelanggan terhadap produk yang dikeluarkan PT. TELKOM. Pada Tugas Sarjana ini, penelitian dilakukan pada call center 147. Untuk menjaga kualitas layanan, pada call center terdapat Service Level Agreement (SLA) yang disepakati pihak Infomedia (pengelola call center) dengan PT. TELKOM, yaitu sebesar 99%. Namun pada kenyataannya, target SLA ini tidak selalu tercapai. Rata-rata service level bulan Maret-Mei 2007 untuk bagian Flexi 97.20%, Telephony 99.53%, dan Speedy 98.33%. Service level terendah terjadi pada bagian Flexi. Penelitian ini mengidentifikasi proses pelayanan dan pemborosan (waste) call center 147 bagian Flexi, serta memberikan usulan perbaikan untuk mereduksi pemborosan (waste) yang paling berpengaruh dengan pendekatan Lean Six Sigma. Proses pelayanan call center 147 bagian Flexi terdiri dari 3 tahap; Proses Registrasi, Penanganan Masalah, dan Penyelesaian. Pemborosan (waste) yang terjadi yaitu: Defects (cacat pada pelayanan), Overproduction (proses pelayanan yang berlebihan), Waiting (customer menunggu untuk dilayani), Inappropriate processing (prosedur penanganan masalah kurang tepat), Unnecessary motion (pergerakan tidak produktif), dan Unnecessary inventory (penumpukan pengaduan). Kapabilitas pelayanan call center berdasarkan CTQ (Critical to Quality) pada urutan waste tersebut adalah 4.34 σ, 1.09 σ, 3.58 σ, 2.59 σ, 0.38 σ, dan 4.39 σ. Usulan perbaikan untuk mereduksi pemborosan (waste) meliputi :1. Pembuatan SOP (Standard Operating Procedure) dan Standard Greeting yang menghemat waktu pelayanan 6.3 detik dan waktu greeting 5.3 detik. 2. Penentuan jumlah agent optimal melalui simulasi layanan call center. Dari hasil simulasi, diberikan usulan jumlah agent yang bertugas selama sebulan. 3. Penambahan jumlah agent dilakukan dengan perekrutan 1 agent baru yang membutuhkan biaya Rp. 62.206.942,68. 4. Pengawasan SPV diperketat melalui redesain tempat kerja (meja dan kursi) SPV yang ergonomis dan pembuatan podium untuk mempertinggi tempat kerja SPV. ABSTRACT PT. Telekomunikasi Indonesia, Tbk (PT. TELKOM) is the biggest telecommunication company in Indonesia. Call center response customer’s question and complaint about the products of PT. TELKOM. In this Scholar Task, the research held at call center 147. To keep the service quality, at call center there is Service Level Agreement (SLA) that agreed by Infomedia (call center organizer) with PT. TELKOM, it is 99%. However, in reality, this SLA target is not always reached. The service level average in month March-May 2007 for section Flexi 97.20%, Telephony 99.53%, and Speedy 98.33%. The lowest service level is in Flexi. This research identify service process and waste in Flexi section of call center 147, and give the suggenstions to reduces waste wich most effected with Lean Six Sigma approach. Service process in Flexi section of call center consist of 3 stages; Registration Process, Problem Solving, and Enclosed. The waste in call center i.e : Defects (the service defect), Overproduction (over service procedures), Waiting (customer wait to served), Inappropriate processing (inappropriate problem solving), Unnecessary motion (unproductive motion), and Unnecessary inventory (complaint accumulation). Call center’s capability according to CTQ (Critical to Quality) on those waste are 4.34 σ, 1.09 σ, 3.58 σ, 2.59 σ, 0.38 σ, dan 4.39 σ. Improvement suggestion to reduces the waste involved : 1. Making of SOP (Standard Operating Procedure) and Greeting Standard wich shorter service times 6.3 second and greeting times 5.3 second. 2. Optimal number of agents determination use call center service simulation. According to simulation’s results, suggests the number of agent who work for a month. 3. Increasing number of agent with a new agent recrutment that its cost Rp.62.206.942,68. 4. Strictness SPV monitoring with redesain workroom (ergonomics worktable and chair) for SPV and making stage to higher SPV’s workroom

ANALISIS PERFORMANSI CALL CENTER MENGGUNAKAN PENDEKATAN CALL FLOW MODEL (Studi Kasus : Call Center Telkom DIVRE III)

Pelanggan merupakan aset utama bagi sebuah perusahaan, karena kunci keberhasilan dan keuntungan perusahaan terletak pada pelanggan. Dalam era teknologi informasi -dunia tanpa batas- saat ini, kebutuhan terhadap tersedianya layanan call center bukan lagi sesuatu yang asing, melainkan sudah jamak diinginkan kalangan bisnis. Hal ini dimaksudkan untuk lebih memberikan layanan kepada berbagai kalangan di luar, terutama pelanggan dan yang terkait dengan bisnis dan layanan yang diberikan oleh suatu perusahaan, lembaga atau institusi bisnis lainnya.Penilaian performansi menunjukkan efektivitas usaha suatu sistem kerja dan dilakukan dengan menilai keadaan sistem kerja tersebut pada saat ini untuk kemudian dibandingkan dengan target yang ingin dicapai, sehingga menggambarkan seberapa jauh target dapat tercapai, baik secara kualitas maupun kuantitas.Call Flow Model merupakan alur distribusi panggilan yang dilakukan oleh sistem call center, mulai dari panggilan yang masuk ke sistem call center sampai panggilan diterima oleh agent. Sebagai tolak ukur utama dalam menganalisis performansi call center Telkom, digunakan ukuran-ukuran yang terdapat pada alur distribusi panggilan call center 108 dan call center 147, seperti telephone service factor (TSF), average speed answer (ASA), average talk time (ATT), average agent active (AAA), dll.Hasil analisis data menunjukkan bahwa call center 108 memiliki performansi baik dengan memenuhi seluruh tolak ukur utama dalam call center Telkom, yaitu nilai TSF sebesar 98,27 %, nilai ASA sebesar 1,04 detik/panggilan, dan nilai ATT sebesar 28,10 detik/panggilan. Sedangkan call center 147 memiliki performansi kurang baik karena tidak memenuhi tolak ukur utama, yaitu nilai TSF sebesar 91,51 % dan nilai ASA sebesar 4,51 detik/panggilan.Hasil analisis ini digunakan sebagai dasar perumusan solusi alternatif bagi peningkatan performansi call center Telkom, khususnya di Divre III. call center, call flow mode

Feedback control ideas for call center staffing

European Control Conference 2009 • Budapest, Hungary, August 23–26, 2009Call centers are nowadays a widespread solution to deal with customer support and as platform for different kind of business. Call center staffing is crucial to provide adequate service levels at acceptable costs. The task is usually accomplished using heuristics with the help of a human experts or with some static offline optimization based on operations research. Simulators based on queue theory are in some cases also used. The aim of the paper is to show that call center staffing can be posed as a feedback control problem with the advantage of getting a higher level of automation, and a wealth of results from control theory that can help to obtain the best possible staffing. In the paper the authors briefly describe the working procedures of call centers and how the staffing is usually made. They propose a feedback controller that it is used with a call center simulator. The results show that good call center staffing can be obtained even with a not very sophisticated controller

THE LOCATION BEHAVIOR OF CALL CENTRE FIRMS IN TURKEY

Advances in information and communication technologies bring along changes in working and employment conditions. Automationed work is moved to distant areas and businesses get elaborate, far from the center and network-based. Another change similar to the disintegration of production process is also seen in services sector. While jobs to develop technologies are left to the developed regions, routine and demanding jobs are transferred to peripheries. This situation brings about a centre-periphery division in structuring employment. One of the businesses that have emerged in this process is call centers. Firms, operating in various sectors, obtain call center service from outsource firms.Today, call centers are mostly located in less developed regions. While call centers first originated in developed regions, due to the increased costs in these regions, lots of firms have made their call service investments in less developed regions. Labor-intensive call centers are regarded as a solution to the unemployment in less developed regions. Within this framework, cities in Turkey, were evaluated according to location factors that call center firms take into account in this paper. The second part, the discussions in the literature are presented. Factors that become effective location decision of call centre firms were cited. In the third part, cities in Turkey, were evaluated according to location factors that call center firms take into account. Cities that were suitable for call center investment has been determined. In point of view of employees in call centers located in five cities in less developed and developed regions differences was determined by ANOVA and correspondence analysis. In the result, suggestions have been offered for location decision of call center based on statistical factors and employees' point of view Keywords:labour market, call centre, Turkey, location factors

The Viability of Alternative Call Center Production Models

[Excerpt] The central question of this paper is whether a mass customization strategy coupled with high involvement work practices is an economically viable model for service and sales call centers. If so, under what conditions and why? To answer these questions, in the next section, we describe alternative models of call center management. In section III, we present a conceptual framework for understanding the relationship between management practices, workers reactions to those practices, and performance outcomes. We then review empirical evidence on these relationships, focusing primarily on studies of call centers or related service workplaces. In section IV, we draw on evidence from two recent quantitative studies of call centers to examine the performance outcomes of high involvement practices in this context. We close with a discussion and critique of existing evidence and suggestions for future research

Central Dominance and the Confinement Mechanism in Gluodynamics

New topological objects, which we call center monopoles, naturally arise in the Maximal Center Projection of SU(3) gluodynamics. The condensate of the center monopoles is the order parameter of the theory.Comment: 4 pages revtex, 3 figure

Effective Call Center Management: Evidence from Financial Services

Call centers are quickly becoming the major point of contact for serving customers and generating new revenue in a variety of industries. No where is this growth in the importance of call centers more apparent than in the financial services industry. This paper presents the results of a survey of the management of call center operations at major financial service firms. The results clearly indicate the importance of human resource management practices and technology in creating high-performance call center environments.