A large consumer-software company was struggling to manage a seemingly unmanageable, high-cost technical-support call center. The company used “OR process skills” to transform the call center into a strategic asset. By focusing on executive priorities, personally observing business processes, engaging with frontline workers, and directly examining the sources of important data, we discovered the central problem amidst a contentious, disorganized situation. We used a pilot program to test simple analytical tools, such as Pareto charts and sampling, to bring actionable information to the right parts of the organization. Following the processes we developed, the company analyzed customer feedback to improve the product and customer self-support mechanisms, thereby reducing both current and future call volumes. By empowering client staff and leading process change across functional boundaries, the company reduced its call-center costs and achieved higher product quality. In addition, we demonstrate that OR process skills can be an essential element in sustaining long-term consultant-client relationships.
['Vijay Mehrotra', 'Thomas A. Grossman']
OR Process Skills Transform an Out-of-Control Call Center into a Strategic Asset