本文選題：流程管理　切入點(diǎn)：項(xiàng)目管理　出處：《華中科技大學(xué)》2013年碩士論文

【摘要】：中國(guó)呼叫中心產(chǎn)業(yè)自九十年代起步后，經(jīng)過(guò)近二十年的發(fā)展已經(jīng)進(jìn)入成熟期，產(chǎn)業(yè)規(guī)模不斷擴(kuò)大，競(jìng)爭(zhēng)日趨激烈。隨著集約運(yùn)營(yíng)規(guī)模的擴(kuò)大，呼叫中心的組織機(jī)構(gòu)越來(lái)越復(fù)雜，流程分工越來(lái)越細(xì)，企業(yè)的運(yùn)營(yíng)成本越來(lái)越大。因此，優(yōu)化流程管理、提升運(yùn)營(yíng)管理能力，以提高運(yùn)作效率、控制運(yùn)營(yíng)風(fēng)險(xiǎn)、降低運(yùn)營(yíng)成本，已經(jīng)成為影響呼叫中心可持續(xù)發(fā)展的關(guān)鍵因素。 本文綜合運(yùn)用因果分析法、關(guān)鍵路徑法、實(shí)證分析法等方法，對(duì)廣信公司呼叫中心流程管理進(jìn)行了診斷，指出其存在的三個(gè)關(guān)鍵問(wèn)題：一是流程平面化，管理目標(biāo)不清晰，缺乏立體監(jiān)控層次觀念，流程效果難以通過(guò)對(duì)流程過(guò)程的監(jiān)控得到很好的保障；二是流程執(zhí)行人缺乏執(zhí)行流程所具備的知識(shí)的學(xué)習(xí)路徑與標(biāo)準(zhǔn)化內(nèi)容，管理人才培養(yǎng)速度慢，管理效率難以快速提升；三是流程能力薄弱，在組織體系內(nèi)沒(méi)有形成一套支持流程運(yùn)作的流程文化，流程效率難以迅速提高。據(jù)此總結(jié)出一套呼叫中心流程優(yōu)化體系：首先，基于呼叫中心流程管理的業(yè)務(wù)特殊性，根據(jù)呼叫中心流程設(shè)計(jì)的原則，構(gòu)建了流程設(shè)計(jì)和流程優(yōu)化的邏輯模型，并采用SIPCO圖、流程設(shè)計(jì)工具網(wǎng)絡(luò)圖以及流程管控關(guān)鍵流程的相關(guān)控制原理，設(shè)計(jì)了立體流程管控網(wǎng)絡(luò)；其次，為了推進(jìn)的流程的全面落實(shí)，建立了涵蓋流程本體知識(shí)和流程設(shè)計(jì)及優(yōu)化知識(shí)的知識(shí)地圖；最后，，為了使流程優(yōu)化成果有實(shí)質(zhì)性的推進(jìn)，通過(guò)結(jié)合流程文化的建設(shè)來(lái)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.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F626

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本文編號(hào)：1658692