在我国经济持续不断转型升级背景下，客户服务要求不断提高，服务水平高 低决定企业竞争成败，服务排班作为提升企业服务水平的重要手段，为企 业服务 管理的重点和难点。G公司服务部门在转型升级服务过程中，也面临各种各样的 挑战和问题。 本文以G公司呼叫服务排班管理为例，针对G公司服务过程中出现“服务满 意 度下降、排班和话务拟合度不高、接通率较低、排班不公平”等问题，在采用 面谈、问卷调查等多种调研方式基础上，采用数量统计的方法，分析得出G公 司服务过程中所存在问 题的原因为“服务理念不清晰、信息化支撑不足、组织协 作存在障碍、排班模型沉淀不足、体系化管理不完善”。应用运营管理、精益管 理、综合激励等理论，提出G公司需建立 “以人为本，为客户提供新型体验价值” 的服务理念，改变传统以“任务为导向”的服务理念。依据上述服务思想，本文重 点研究并且得出的结论：服务排班应深化“以人为本 ”思想，提升员工自我认知和 重构员工思维方式，激发团队员工的潜力；服务排班应加强“私属化管理”，利用 信息化手段实现服务双方的高度匹配，高效利用服务资源；服务 排班应“优化组 织协同”，促进协同部门之间信息流通，实现服务排班信息共享；服务排班应“沉 淀排班模型”，不断积累及优化服务排班模型，提升服务排班结果预测准确性 ； 服务排班应“体系化支撑”，以“全局观”审视和规划整个服务排班流程，协同管理 服务排班要素，实现整个呼叫排班过程可控、可管、可监、可干预；服务排班应 “易落地 及推广”，依托制定清晰的落地及推广策略，快速落实企业优化策略研究 方案，实现服务资源价值利用最大化。通过以上优化策略实施，希望能够快速实 现G公司呼叫服务运营成 本下降，促进整体运营管理水平提升，提升一线管理 人员的服务排班效率，实现服务双方满意度提升，对企业长期服务发展及转型升 级起到积极推动作用。 关键词：呼叫服务， 排班精细化管理，优化策略 II Abstract Under the background of continuous upgrading and transformation of China's economy, customer service requirements are constantly increasing, and the level of service determines the success or failure of enterprise competition. Efficient service scheduling is an important means to improve the service level of enterprises, which is the focus and difficulty of enterprise service management. The service department of G company also faces various challenges and problems in the process of service transformation and upgrading. Call service scheduling management based on G company as an example, in view of the appeared in the process of G company service satisfaction "service, scheduling, and the fit of the traffic is not high, low success rate, scheduling unfair", etc., in the interview, questionnaire survey and other research methods, on the basis of the quantity statistics method, analysis the cause of the problems existing in the process of G company to "service concept is not clear, lack in information to support collaborative obstacle, scheduling model precipitation deficiencies and systematism management is not perfect". By applying the theories of operation management, lean management and comprehensive incentive, it is proposed that G company should establish the service concept of "people-oriented, providing customers with new experience value" and change the traditional service concept of "task-oriented". Based on the above service ideas, this paper focuses on the research and draws the following conclusions: service scheduling should deepen the "people-oriented" thought, improve employees' self-cognition and reconstruct their thinking mode, and stimulate the potential of team employees; Service scheduling should strengthen "private management", use information means to achieve a high level of matching between the two sides of the service, efficient use of service resources; Service scheduling should "optimize organizational coordination", promote information flow among collaborative departments, and realize service scheduling information sharing. Service scheduling should be "precipitation scheduling model" to continuously accumulate and optimize the service scheduling model to improve the accuracy of service scheduling results prediction; Service scheduling should be "systemically supported", and the whole service scheduling process should be reviewed and planned from the "overall perspective", and service scheduling elements should be managed in III coordination, so as to realize the whole call scheduling process can be controlled, managed, monitored and intervened. Service scheduling should be "easy to be implemented and promoted". Relying on the formulation of clear implementation and promotion strategies, the research plan of enterprise optimization strategy should be implemented quickly to maximize the use of service resources. Through the implementation of the above optimization strategies, it is hoped that the call service operation cost of G company can be reduced rapidly, the overall operation management level can be improved, the service scheduling efficiency of front-line managers can be improved, the satisfaction of both sides of the service can be improved, and the long-term service development, transformation and upgrading of the enterprise can be positively promoted. Key words: Call service, Delicate scheduling management, Optimization strategy 1 目录 摘 要............................................................................................................................. I Abstract ......................................................................................................................... II 第1章 绪 论................................................................................................................ 1 1.1 研究背景和意 义.............................................................................................. 1 1.1.1 研究背 景................................................................................................ 1 1.1.2 研究意 义................................................................................................ 2 1.2 研究目的和研究内 容...................................................................................... 3 1.2.1 研究目 的................................................................................................ 3 1.2.2 研究内 容................................................................................................ 3 1.3 研究方法和技术路 线...................................................................................... 4 1.3.1 研究方 法................................................................................................ 4 1.3.2 技术路 线................................................................................................ 5 1.4 本文可能的创新之 处...................................................................................... 6 第2章 文献综述和相关理 论.................................................................................... 7 2.1 国内外相关文献及述 评.................................................................................. 7 2.1.1 关于人际关系管理的研究现 状............................................................ 7 2.1.2 关于精益化管理的研究现 状................................................................ 9 2.1.3 关于呼叫服务排班的研究现 状.......................................................... 10 2.1.4 文献述 评.............................................................................................. 11 2.2 相关理 论........................................................................................................ 12 2.2.1 运营管理理 论...................................................................................... 12 2.2.2 精益管理理 论...................................................................................... 13 2.2.3 综合激励理 论...................................................................................... 14 第3章 G公司呼叫服务排班管理现状 .................................................................. 16 3.1 G公司呼叫服务