The customer service center (95561) of the Industrial Bank began to implement its six-sigma project on January 22, 2009. The project covers almost all aspects of the management and operation of the Bank's customer service center and comprises a wide range of enhancements to operations. These enhancements include whole process fine-tuning, index system development, inbound and outbound call optimization, IVR optimization and the optimization of a number of sub-processes such as quality management, training, complaint processing, shift scheduling, marketing and the design of new products.
The six-sigma project is designed to fine-tune and optimize the existing management and operation processes that are implemented in the customer service center. These enhancements are seen in four areas. First of all, the project has led to the further clarification of strategic targets and has increased the efficiency and effectiveness of process operation by fine-tuning the process system. Secondly, staff members have been trained to be more process and data oriented in their work. This is in the aim of creating a mode of work for the Bank that is process oriented. Thirdly, the operating capacity and cost structure of the center have been enhanced through the constant optimization of core processes such as inbound calls, outbound calls, call amount estimation, shift scheduling, quality management and complaint processing. Fourthly, by improving processes for marketing and the design of new products, the center has laid down the foundations for its transformation from a cost-incurring center to a profit-making center.
The Industrial Bank's customer service center has been putting customers first ever since its establishment in 2003. The center is dedicated to offering increasingly specialist services in an increasingly wide scope in order to meet the always diversifying demands of clients. After six years of operation, the center now boasts a team of 600 employees, 420 of whom are service representatives. The center provides clients with a number of banking services that range from personal and corporate banking to credit card affairs and bank information enquiries. This means that clients can make enquiries, schedule transfers, make payments, purchase government bonds, make transfer of third-party depository, trade funds, buy and sell foreign exchange or report a loss without even having to step a foot out of the door. Moreover, in line with its principle of putting people first, the Bank's customer service center has combined its resources and those of other organizations to create the 95561 Business Travel Hotline and establish a service system for VIP clients that comprises of value-added services such as medical treatment, business travel service, insurance service and booking time on the golf course. The Bank's customer service center has become an integrated service platform that combines the functions of a consultation center, an affairs processing and handling centre, a customer care center, a marketing center and a wealth management center.
The successful implementation of the center's six-sigma project is an important move in the Bank's campaign to become a process-oriented bank. It also represents a major improvement in the scientific operation and management standard of the center.