CALL CENTERS (CENTRES) - Faculty of Industrial Engineering and ...
CALL CENTERS (CENTRES) - Faculty of Industrial Engineering and ...
CALL CENTERS (CENTRES) - Faculty of Industrial Engineering and ...
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computer-based simulator by running an experiment using data obtained from our observations<br />
<strong>of</strong> the real world setting.<br />
Keywords: Computer simulation, Emergency call centre, Cooperative systems, Bottom-up approach,<br />
Environmental factors, Noise, Cognitive factors, Object-oriented approach, Experiment,<br />
Ergonomics, Multi-agent systems<br />
(Appears also in Section IV.)<br />
19. Ridley, A. Performance optimization <strong>of</strong> a telecommunication call center. Proceedings <strong>of</strong> the<br />
Applied Telecommunication Symposium (ATS’00). SCS, San Diego, CA, USA, 2000, 163–167.<br />
Abstract. Telecommunication call centers have become the primary channel <strong>of</strong> customer interaction<br />
service for many businesses. The level <strong>of</strong> pr<strong>of</strong>essionalism <strong>and</strong> efficiency that call center<br />
agents deliver to customers provides a significant advantage over traditional customer service<br />
practices. The growth <strong>of</strong> call centers has been substantial over the last two decades. This growth<br />
is driven by a company’s desire to lower operating costs <strong>and</strong> to increase revenues (Kim 1997).<br />
The author investigates analytical <strong>and</strong> simulation-based models for the design <strong>and</strong> management<br />
<strong>of</strong> a call center. Given three classes <strong>of</strong> traffic (voice, E-mail, <strong>and</strong> facsimile) with different<br />
target waiting-times in queue <strong>and</strong> target service levels, the goal is to optimize the call center<br />
performance. The system performance can be measured with quantities such as the expected<br />
waiting-time in queue, the expected time in system, the percentage <strong>of</strong> calls answered within a<br />
given time, <strong>and</strong> the expected waiting-time probability distribution. The system performance <strong>of</strong><br />
the call center is measured using analytical <strong>and</strong> simulation-based queuing models. For analytical<br />
models, the traffic classes will have exponential inter-arrival <strong>and</strong> service time distributions where<br />
the arrival <strong>and</strong> service rates will differ among classes. Also, each customer call will be assigned<br />
a queue priority based on its traffic class. The call agents will be able to h<strong>and</strong>le calls from any<br />
class. For the simulation-based models, the inter-arrival <strong>and</strong> service time distributions will not<br />
be exponential, the agents will have different skill-levels, <strong>and</strong> the queue length will be finite.<br />
Keywords: Performance optimization, Telecommunication call center, Simulation-based models,<br />
Management, Voice traffic, E-mail, Facsimile, Service levels, Expected waiting time, Probability<br />
distribution, Queuing models, Exponential inter-arrival distributions, Service-time distributions<br />
(Appears also in Section I.)<br />
20. Gulati, S<strong>and</strong>eep <strong>and</strong> Scott A. Malcolm. Call center scheduling technology evaluation using simulation.<br />
Proceedings <strong>of</strong> the 2001 Winter Simulation Conference, Arlington, VA, USA, 2, 2001,<br />
1438–1442.<br />
Abstract. Telemarketers, direct marketing agencies, collection agencies <strong>and</strong> others whose primary<br />
means <strong>of</strong> customer contact is via the telephone invest considerable sums <strong>of</strong> money to make<br />
the calling operation efficient <strong>and</strong> productive. Investments are required in human resources,<br />
infrastructure <strong>and</strong> technology. Having invested the dollars, businesses want to ensure that value<br />
is maximized. Call scheduling algorithms provide an efficient method to maximize customer<br />
contact. However, management at a large, national credit-card bank was not convinced that the<br />
s<strong>of</strong>tware used to schedule calls was providing an adequate level <strong>of</strong> service. Simulation studies<br />
showed that management was justified in this assumption. The study also revealed that process<br />
improvement opportunities exist, which if implemented would likely produce the desired perfor-<br />
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