Business Process Improvement in Call Center Operations at XYZ Malaysia Using Lean Six Sigma

https://doi.org/10.35912/jbpd.v3i2.4515
Published: Jan 20, 2024

Abstract:

Purpose: This study explores the application of Lean Six Sigma methodologies to improve the business process in call center operations at XYZ Malaysia to enhance service quality and increase customer satisfaction. This study emphasizes the importance of adopting Lean Six Sigma.

Research Methodology: This study employed a mixed-method approach that utilized both qualitative and quantitative data. Qualitative data explores challenges and customer satisfaction levels, while quantitative data assesses the impact of Lean Six Sigma on specific metrics used by the call center.

Results: The findings suggest that Lean Six Sigma methodologies can provide a structured approach to problem-solving and process enhancement, enabling call centers to achieve higher performance standards. The findings underscore the potential of Lean Six Sigma to drive continuous improvement, ensuring that call center operations not only meet but also exceed customer expectations. Ultimately, this approach is expected to set new standards for customer care and call center management, particularly in the English-speaking market, contributing to XYZ Malaysia's vision of delivering outstanding customer experiences through exceptional service quality.

Conclusions: The study concludes that XYZ Malaysia's call center operations have significant potential to improve performance by focusing on Average Handling Time (AHT), Customer Satisfaction Scores (CSAT), and Resolution Rates (RR) using Lean Six Sigma's DMAIC framework.

Limitations: This study is limited to data from Q1–Q2 2024 and focuses primarily on three key performance indicators without deeper analysis of workforce behavior, system constraints, or customer demographics.

Contributions: This research demonstrates how applying Lean Six Sigma and process capability analysis can identify inefficiencies and guide strategic improvements in a call center environment.

Keywords:
1. Average handling time (AHT)
2. Business Process Improvement
3. Call Center Operation
4. Customer satisfaction (CSAT)
5. DMAIC framework
6. Lean Six Sigma
7. Root Cause Analysis
Authors:
1 . Trisnawati Andini
2 . Gatot Yudoko
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How to Cite
Andini, T. ., & Yudoko, G. . (2024). Business Process Improvement in Call Center Operations at XYZ Malaysia Using Lean Six Sigma. Jurnal Bisnis Dan Pemasaran Digital, 3(2), 137–153. https://doi.org/10.35912/jbpd.v3i2.4515
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Issue & Section
Vol. 3 No. 2 (2024): Januari
Articles
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

References

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    Bora, Y., Fanggidae, R. E., & Fanggidae, A. H. (2023). Analysis of the role of online transportation on tourism development (A study of tourists on users of grab online transportation services in kupang city). Journal of Multidisciplinary Academic and Practice Studies, 1(1), 1-10.

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  1. Afriyani, N., Indrayani, I., Indrawan, M. G., Wibisono, C., & Ngaliman, N. (2023). The influence of training, discipline, and innovation on the performance of members of the Regional National Crafts Council (Dekranasda) in Tanjungpinang City: A quantitative study. Journal of Multidisciplinary Academic Business Studies, 1(1), 53-70.
  2. Afshar Jahanshahi, A., Hajizadeh Gashti, M. A., Mirdamadi, S. A., Nawaser, K., & Khaksar, S. M. S. (2011). Study of the effects of customer service and product quality on customer satisfaction and loyalty. International Journal of Humanities and Social Science, 1.
  3. Akbulut-Bailey, A. Y., Motwani, J., & Smedley, E. M. (2012). When Lean and Six Sigma converge: a case study of a successful implementation of Lean Six Sigma at an aerospace company. International Journal of Technology Management, 57(1/2/3), 18-32. doi:https://doi.org/10.1504/IJTM.2012.043949
  4. Bora, Y., Fanggidae, R. E., & Fanggidae, A. H. (2023). Analysis of the role of online transportation on tourism development (A study of tourists on users of grab online transportation services in kupang city). Journal of Multidisciplinary Academic and Practice Studies, 1(1), 1-10.
  5. George, M. L., & George, M. (2003). Lean six sigma for service: McGraw-Hill New York, NY.
  6. Jemal, S. (2022). The Effect of Supply Chain Management on the Performance of Commercial Bank Organization in Ethiopia's Case of Jimma City. International Journal of Financial, Accounting, and Management, 4(3), 285-302.
  7. Khan, M. R., & Hossain, S. S. (2021). Perception of distance learning in Bangladeshi tertiary education: Prospects and obstacles in the Covid-19 era. Journal of Social, Humanity, and Education, 1(3), 197-207. doi:https://doi.org/10.35912/jshe.v1i3.532
  8. Lameijer, B., de Vries, E. S., Antony, J., Garza-Reyes, J. A., & Sony, M. (2024). The implementation of Lean Six Sigma for the optimization of robotic process automation systems in financial service operations. Business Process Management Journal, 30(8), 232-259. doi:https://www.emerald.com/insight/1463-7154.htm
  9. Laureani, A., Antony, J., & Douglas, A. (2010). Lean six sigma in a call centre: a case study. International journal of productivity and performance management, 59(8), 757-768. doi:http://dx.doi.org/10.1108/17410401011089454
  10. Mohamed, G. A., & Farahat, E. R. H. (2019). Enterprise Resource Planning system and its impact on tourism companies' operational performance. Journal of Sustainable Tourism and Entrepreneurship, 1(1), 69-85.
  11. Mohan, J., Kaswan, M. S., & Rathi, R. (2025). An analysis of green lean six sigma deployment in MSMEs: a systematic literature review and conceptual implementation framework. The TQM Journal, 37(3), 747-777. doi:https://doi.org/10.1108/TQM-06-2023-0197
  12. Pande, P. S., & Holpp, L. (2001). What Is Six Sigma? : McGraw Hill Professional.
  13. Putra, M. F., Ahadiyat, A., & Keumalahayati, K. (2023). The influence of leadership style on performance with motivation as mediation (Study on employees of Metro City trade services during pandemi). Journal of Multidisciplinary Academic and Practice Studies, 1(1), 69-82.
  14. Sakib, M. N., Kawsar, M., & Bithee, M. M. (2025). Continuous improvement through Lean Six Sigma: a systematic literature review and bibliometric analysis. International Journal of Lean Six Sigma. doi:https://doi.org/10.1108/IJLSS-08-2024-0173
  15. Saragih, J., Marie, I. A., & Mubarani, A. D. (2021). Increasing production performance with the use of lean six sigma methodology in a filing cabinet company. Journal of Modern Manufacturing Systems and Technology, 5(2), 106-119. doi:https://doi.org/10.15282/jmmst.v5i2.6508
  16. Snee, R. D. (1999). Discussion: Development and use of statistical thinking: A new era. International Statistical Review/Revue Internationale de Statistique, 255-258.
  17. Tarigan, M. I., Lubis, A. N., Rini, E. S., & Sembiring, B. K. F. (2020). Antecedents of destination brand experience. Journal of Sustainable Tourism and Entrepreneurship, 1(4), 293-303.
  18. Tissir, S., Cherrafi, A., Chiarini, A., Elfezazi, S., Shokri, A., & Antony, J. (2024). Lean Six Sigma and Industry 4.0 implementation framework for operational excellence: a case study. Total Quality Management & Business Excellence, 35(9-10), 1015-1053. doi:https://doi.org/10.1080/14783363.2024.2351979
  19. Udodiugwu, M. I., Eneremadu, K. E., Obiakor, U. J., Okeke, O. V., & Njoku, C. O. (2023). Digital marketing and customer behaviour in the retail sector of Nigeria. Journal of Digital Business and Marketing, 1(1), 25-47.