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    Six Sigma Case Studies - Vytra Call Center PDF

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    Six Sigma Case Studies - Vytra Call Center PDF

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    133 views2 pages

    Six Sigma Case Studies - Vytra Call Center PDF

    Uploaded by

    Vbaluyo

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    © All Rights Reserved
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    of 2

    Six Sigma Case Studies - Vytra Call Center

    Six Sigma Tutorial


    Six Sigma Tutorial, eBooks, Training Information
    Six Sigma Tutorials -> Six Sigma Case Studies -> Vytra Call Center

    Six Sigma Case Study - Vytra


    Call Center
    Vytra Call Center reduced costs by 12% and improved customer
    service within 90 days of implementing AIM-Activity Information
    Modeling.

    Vytra Inc. is a New York HMO with 250,000 customers and 30


    basic product lines. They have used Six Sigma since 1997. "Six
    sigma is a philosophy of doing business with a focus on eliminating
    defects through fundamental process knowledge. Six sigma methods
    integrate principles of business, statistics and engineering to achieve
    tangible results".

    ● Six Sigma Tutorial Home Can A Call Center


    ● What is Six Sigma?
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    implemented AIM in Obligation. Explore the
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    http://sixsigmatutorial.com/Six-Sigma/Case-Studies/AIM-Activity-Information-Modeling/Call-Center-Reduced-costs.aspx (1 of 2)11/5/2005 1:28:04 PM


    Six Sigma Case Studies - Vytra Call Center

    James Karagiorgis, Chief Transformation Officer for Vytra, is Choose from many
    online degree
    responsible for determining the changes that are needed and leading programs at
    Vytra's teams to achieve change results. Jim is a Six Sigma Master HiTekMall. Free and no-
    Black Belt. obligation information.

    Kerry Edwards is Director of Member Services and responsible for Do you provide IT/
    Business related
    any interaction with members - including inbound calls, services or
    correspondence and maintaining strong customer relationships. She products? Submit
    is the Six Sigma Project Leader for member loyalty and a Six Sigma your whitepapers for
    Green Belt. free and reach our
    20,000 plus registered
    members.
    How the Improvement Project Started Jim Karagiorgis: "One of the
    biggest obstacles to implementing Six Sigma is determining the cost
    of quality, especially when you're trying to determine the costs
    resulting from not doing something correctly and then re-doing it."

    "This is critical to Vytra, because we are a 'customer- intimate'


    company, providing value-added services rather than being the
    lowest-cost provider." According to Jim, "Vytra must provide
    excellent service to keep our customers. We have to balance adding
    value to customers' experiences with the Six Sigma philosophy of
    not increasing costs. Under that system, every cost improvement
    must generate more than enough savings to justify the initial
    expense."

    Jim's focus was the "voice of the customer" â“ call center handling
    of customer inquiries and problems. "Some of the issues that made
    cost and quality calculations impossible were the result of multiple
    variations of plans issued under Vytra's basic lines of business.
    While Vytra has about 30 basic lines, its hundreds of employer
    clients have created literally hundreds of variations of health benefit
    programs. The total number of different combinations and
    permutations is staggering."

    Continue >>
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