Customer‐orientated Six Sigma in call centre performance measurement

Rodney McAdam · John Dwyfor Davies · Bill Keogh · Anthony Finnegan

35 citations0/0 files storedInternational Journal of Quality & Reliability Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Quality and Supply Management Healthcare Quality and Management Management Systems and Quality Improvement

Abstract

Purpose The aim of this paper is to explore the role of Six Sigma performance measurement at both strategic and operational levels within call centres where the definition of Six Sigma is widened to include systems thinking constructs. Design/methodology/approach A two‐phase methodology is used involving two call centre cases within a call centre group. Phase 1 establishes the need for Six Sigma customer‐based measures in addition to internal performance measures and phase 2 studies the implementation of this wider set of Six Sigma performance measures. Findings The development and application of Six Sigma performance measures that cover both strategic and operational performance measures lead to a more sustainable approach to business improvement, rather than traditional call centre internal performance measures which may be misleading for the overall performance of the call centre. Research limitations/implications The development of the strategic and operational, or double, DMAIC approach offers opportunities for developing wider applications in service contexts using customer‐orientated performance measures. Practical implications If call centres rely solely on internal performance measures, a misleading picture of call centre performance may be obtained. There is a need to apply Six Sigma to cover both strategic and operational performance measures. Originality/value A combined strategic and operational approach to Six Sigma has been developed which enables service‐based organisations (call centres) to develop sustainable business improvement.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 35 citations exist upstream.

References

1984Case Study Research: Design and Methods 2009Building theories from case study research 1998Doing Research in Business and Management: An Introduction to Process and Method 2006Lean production, six sigma quality, TQM and company culture 2006Six sigma for service processes 2007Six sigma in service organisations 2007The current state of six sigma application in services 2008Exploring the six sigma phenomenon using multiple case study evidence

Cited by

2012Global views on integrating Six Sigma and ISO 9001 certification 2015A framework for Six Sigma project selection in higher educational institutions, using a weighted scorecard approach 2018Achieving aggressive goals through Lean Six Sigma: A case study to improve revenue collection 2011Six Sigma: insights from organizational innovativeness and market orientation

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.