메뉴 건너뛰기




Volumn 26, Issue 6, 2009, Pages 516-545

Customer-orientated Six Sigma in call centre performance measurement

Author keywords

Business improvement; Call centres; Operations and production management; Performance measures; Six sigma; Strategic evaluation

Indexed keywords


EID: 70349634214     PISSN: 0265671X     EISSN: None     Source Type: Journal    
DOI: 10.1108/02656710910966110     Document Type: Article
Times cited : (22)

References (29)
  • 1
    • 1542305411 scopus 로고    scopus 로고
    • Systematic performance and cost management: a management framework for organizational excellence
    • Amelsberg, J. (2002), “Systematic performance and cost management: a management framework for organizational excellence”, Proceedings of the Annual Quality Congress, Milwaukee, WI, pp. 487-500.
    • (2002) Proceedings of the Annual Quality Congress , pp. 487-500
    • Amelsberg, J.1
  • 2
    • 33645519996 scopus 로고    scopus 로고
    • Six Sigma for service processes
    • Antony, J. (2006), “Six Sigma for service processes”, Business Process Management Journal, Vol. 12 No. 2, pp. 234-49.
    • (2006) Business Process Management Journal , vol.12 , pp. 234-249
    • Antony, J.1
  • 4
    • 37749021448 scopus 로고    scopus 로고
    • Tools for first call resolution – making contact centres more efficient and responsive
    • Bellman, B. (2007), “Tools for first call resolution – making contact centres more efficient and responsive”, Business Communications Review, Vol. 37 No. 12, pp. 28-31.
    • (2007) Business Communications Review , vol.37 , pp. 28-31
    • Bellman, B.1
  • 5
    • 33947407161 scopus 로고    scopus 로고
    • The current state of Six Sigma application in services
    • Chakrabarty, A. and Tan, K. (2007), “The current state of Six Sigma application in services”, Managing Service Quality, Vol. 17 No. 2, pp. 194-208.
    • (2007) Managing Service Quality , vol.17 , pp. 194-208
    • Chakrabarty, A.1    Tan, K.2
  • 6
    • 70349611346 scopus 로고    scopus 로고
    • The measures every successful call centre should have – there are seven types of measures that should be in place in every customer contact centre
    • Cleveland, B. (2007), “The measures every successful call centre should have – there are seven types of measures that should be in place in every customer contact centre”, Call Center Magazine, Vol. 20 No. 4, pp. 6-10.
    • (2007) Call Center Magazine , vol.20 , pp. 6-10
    • Cleveland, B.1
  • 8
    • 84986031178 scopus 로고    scopus 로고
    • How can we help you? Insurers are changing their contact center philosophies in an effort to improve customer satisfaction and boost customer retention
    • Conz, N. (2007), “How can we help you? Insurers are changing their contact center philosophies in an effort to improve customer satisfaction and boost customer retention”, Insurance & Technology, Vol. 32 No. 9, p. 35.
    • (2007) Insurance & Technology , vol.32 , pp. 35
    • Conz, N.1
  • 9
    • 40949126507 scopus 로고    scopus 로고
    • Call centre service quality for the public: a Scottish framework for the future
    • Curry, A. and Lyon, W. (2008), “Call centre service quality for the public: a Scottish framework for the future”, Managing Service Quality, Vol. 18 No. 2, pp. 194-208.
    • (2008) Managing Service Quality , vol.18 , pp. 194-208
    • Curry, A.1    Lyon, W.2
  • 11
    • 84986116627 scopus 로고
    • Building theories from case study research
    • Eisenhardt, K.M. (1989), “Building theories from case study research”, Academy of Management Review, Vol. 14 No. 4, pp. 532-50.
    • (1989) Academy of Management Review , vol.14 , pp. 532-550
    • Eisenhardt, K.M.1
  • 12
    • 35348926956 scopus 로고    scopus 로고
    • A conceptual framework for integrating Six Sigma and strategic management methodologies to quantify decision making
    • Friday-Stroud, S. and Sutterfield, J. (2007), “A conceptual framework for integrating Six Sigma and strategic management methodologies to quantify decision making”, The TQM Magazine, Vol. 19 No. 6, pp. 561-71.
    • (2007) The TQM Magazine , vol.19 , pp. 561-571
    • Friday-Stroud, S.1    Sutterfield, J.2
  • 13
    • 70349649646 scopus 로고    scopus 로고
    • Using lean Six Sigma to improve call centre operations
    • iSixSigma.com, available at: http://finance.isixsigma.com/library/content/c070418a.asp.
    • Gettys, R. (2007), “Using lean Six Sigma to improve call centre operations”, iSixSigma.com, available at: http://finance.isixsigma.com/library/content/c070418a.asp.
    • (2007)
    • Gettys, R.1
  • 14
    • 43049094099 scopus 로고    scopus 로고
    • Unlocking the black box: line managers and HRM-performance in a call centre context
    • Harney, B. and Jordan, C. (2008), “Unlocking the black box: line managers and HRM-performance in a call centre context”, International Journal of Productivity and Performance Management, Vol. 57 No. 4, pp. 275-92.
    • (2008) International Journal of Productivity and Performance Management , vol.57 , pp. 275-292
    • Harney, B.1    Jordan, C.2
  • 15
    • 70349647104 scopus 로고    scopus 로고
    • Contact centre performance: in pursuit of first call resolution
    • Hart, M., Fichtner, B., Fjalestad, E. and Langley, S. (2005), “Contact centre performance: in pursuit of first call resolution”, Management Dynamics, Vol. 15 No. 4, pp. 17-29.
    • (2005) Management Dynamics , vol.15 , pp. 17-29
    • Hart, M.1    Fichtner, B.2    Fjalestad, E.3    Langley, S.4
  • 18
    • 2142662866 scopus 로고    scopus 로고
    • Shoulder work intensity with Six Sigma
    • Morgan, S. and Cooper, C. (2004), “Shoulder work intensity with Six Sigma”, Nursing Management, Vol. 35 No. 3, pp. 28-33.
    • (2004) Nursing Management , vol.35 , pp. 28-33
    • Morgan, S.1    Cooper, C.2
  • 20
    • 33645450891 scopus 로고    scopus 로고
    • Time-based analysis of total cost of patient episodes: a case study of hip replacement
    • Peltokorpi, A. and Kujala, J. (2006), “Time-based analysis of total cost of patient episodes: a case study of hip replacement”, International Journal of Health Care Management, Vol. 19 No. 2, pp. 136-45.
    • (2006) International Journal of Health Care Management , vol.19 , pp. 136-145
    • Peltokorpi, A.1    Kujala, J.2
  • 21
    • 37549058800 scopus 로고    scopus 로고
    • Lessons for lean in healthcare from using Six Sigma in the NHS
    • Proudlove, N., Moxham, C. and Boaden, R. (2008), “Lessons for lean in healthcare from using Six Sigma in the NHS”, Public Money and Management, February, pp. 27-34.
    • (2008) Public Money and Management , pp. 27-34
    • Proudlove, N.1    Moxham, C.2    Boaden, R.3
  • 23
    • 0242721745 scopus 로고    scopus 로고
    • Integrating Six Sigma with total quality management: a case example for measuring medication errors
    • Revere, L. and Black, K. (2003), “Integrating Six Sigma with total quality management: a case example for measuring medication errors”, Journal of Healthcare Management, Vol. 48, pp. 377-85.
    • (2003) Journal of Healthcare Management , vol.48 , pp. 377-385
    • Revere, L.1    Black, K.2
  • 27
    • 0242592347 scopus 로고    scopus 로고
    • A unique working environment: health, sickness and absence management in UK call centres
    • Talyor, P., Baldry, C., Bain, P. and Ellis, V. (2003), “A unique working environment: health, sickness and absence management in UK call centres”, Work, Employment and Society, Vol. 17 No. 3, pp. 435-58.
    • (2003) Work , vol.17 , pp. 435-458
    • Talyor, P.1    Baldry, C.2    Bain, P.3    Ellis, V.4
  • 29
    • 33646883479 scopus 로고    scopus 로고
    • Lean production, Six Sigma quality, TQM and company culture
    • Dahlgaard, J. and Dahlgaard-Park, S. (2006), “Lean production, Six Sigma quality, TQM and company culture”, The TQM Magazine, Vol. 18 No. 3, pp. 263-81.
    • (2006) The TQM Magazine , vol.18 , pp. 263-281
    • Dahlgaard, J.1    Dahlgaard-Park, S.2


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.