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Operations Management in Service Systems: Call Centers – Health Care Systems Oualid Jouini Assistant Laboratoire Génie Industriel Ecole Centrale Paris.

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Presentation on theme: "Operations Management in Service Systems: Call Centers – Health Care Systems Oualid Jouini Assistant Laboratoire Génie Industriel Ecole Centrale Paris."— Presentation transcript:

1 Operations Management in Service Systems: Call Centers – Health Care Systems Oualid Jouini Assistant Laboratoire Génie Industriel Ecole Centrale Paris 05 mai 2009

2 - 2 - Research activities Optimization of manufacturing and service systems Service Operations Management Supply Chain Management (SCM) Operations Management Thème 2

3 - 3 - Research activities n Research areas Optimization and operations management in call centers Optimization and operations management in health care systems Stochastic modeling in general (Markov chains) n Tools (Operations research) Stochastic processes, Markov chains, Queueing theory, Mathematical programming, Discrete-events simulation, …

4 - 4 - Customer representatives Customers calls CTI Dedicated agents Generalists Identification Abandonment Lost demand Call centers

5 - 5 - n Developping new models of call centers (better human resource management, more flexibility, …) n Staffing and shift-scheduling n Real-time problems of call centers (announcing anticipated delays to customers, dynamic routing of customers, …) Call centers

6 - 6 - - More variability - Performances deterioration for equal parameters However + Agents are more responsible + Easier management of teams + Creation of Competition between teams of employees + Less call backs (customer satisfaction) Qualitative and quantitative improvements have not that high requirements Customer Representatives Call Center Customers Customer Representatives Call Center Customers CR Team 1 Customers Portfolio 1 CR Team 2 Customers Portfolio 2 CR Team n Customers Portfolio n CR Team 1 Customers Portfolio 1 CR Team 1 Customers Portfolio 1 CR Team 2 Customers Portfolio 2 CR Team 2 Customers Portfolio 2 CR Team n Customers Portfolio n CR Team n Customers Portfolio n Pooled organizationTeam-based organization Team-Based Organizations

7 - 7 - Real-Time Scheduling Policies Motivation VIP and regular customers (types A and B) Customers may abandon while waiting in queue Fractions of abandoning customers: QA and QB Strict priority policy (customers A over B): most of the QoS goes to type A In addition:  Workload underestimated: all the QoS goes to A, and QB is close to 100%  Workload overestimated: QA is close to 0, and QB is not that good The system is highly unbalanced for both customer types s lAlA lBlB 

8 - 8 - Thank you for your attention …

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