广信呼叫中心流程管理创新研究

发布时间：2018-03-24 14:25

本文选题：流程管理　切入点：项目管理　出处：《华中科技大学》2013年硕士论文

【摘要】：中国呼叫中心产业自九十年代起步后，经过近二十年的发展已经进入成熟期，产业规模不断扩大，竞争日趋激烈。随着集约运营规模的扩大，呼叫中心的组织机构越来越复杂，流程分工越来越细，企业的运营成本越来越大。因此，优化流程管理、提升运营管理能力，以提高运作效率、控制运营风险、降低运营成本，已经成为影响呼叫中心可持续发展的关键因素。本文综合运用因果分析法、关键路径法、实证分析法等方法，对广信公司呼叫中心流程管理进行了诊断，指出其存在的三个关键问题：一是流程平面化，管理目标不清晰，缺乏立体监控层次观念，流程效果难以通过对流程过程的监控得到很好的保障；二是流程执行人缺乏执行流程所具备的知识的学习路径与标准化内容，管理人才培养速度慢，管理效率难以快速提升；三是流程能力薄弱，在组织体系内没有形成一套支持流程运作的流程文化，流程效率难以迅速提高。据此总结出一套呼叫中心流程优化体系：首先，基于呼叫中心流程管理的业务特殊性，根据呼叫中心流程设计的原则，构建了流程设计和流程优化的逻辑模型，并采用SIPCO图、流程设计工具网络图以及流程管控关键流程的相关控制原理，设计了立体流程管控网络；其次，为了推进的流程的全面落实，建立了涵盖流程本体知识和流程设计及优化知识的知识地图；最后，，为了使流程优化成果有实质性的推进，通过结合流程文化的建设来提升流程能力。
[Abstract]:Since the beginning of China's call center industry in the 1990s, after nearly two decades of development, the scale of the industry has been expanding and the competition is increasingly fierce. With the expansion of the intensive operation scale, the organization of the call center is becoming more and more complex. The process division of labor is becoming more and more fine, and the operation cost of the enterprise is increasing. Therefore, optimizing the process management, improving the operation management ability, improving the operation efficiency, controlling the operation risk, and reducing the operation cost, It has become a key factor affecting the sustainable development of call center. This paper uses causality analysis method, critical path method and empirical analysis method to diagnose the call center process management of Guangxin Company, and points out three key problems: firstly, the process is planarized, and the management goal is not clear. Lack of three-dimensional monitoring level concept, process effect is difficult to monitor the process process to get a good guarantee; second, process executors lack of knowledge of the implementation of the process of learning path and standardized content, management personnel training speed is slow, It is difficult to improve the management efficiency quickly. Thirdly, the process ability is weak, and a set of process culture supporting process operation is not formed in the organization system, so the process efficiency is difficult to improve rapidly. Based on this, a call center process optimization system is summed up: first, Based on the business particularity of call center process management, according to the principle of call center process design, the logical model of process design and process optimization is constructed, and the SIPCO diagram is adopted. The network diagram of process design tool and the relevant control principle of key process of process control are designed. Secondly, in order to carry out the overall implementation of the process, a three-dimensional process management and control network is designed. A knowledge map covering process ontology knowledge, process design and optimization knowledge is established. Finally, in order to promote the process optimization results substantially, the process capability is improved by combining the construction of process culture.
【学位授予单位】：华中科技大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F626

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