The South Carolina National Bank, before being merged to form a
part of Wachovia Bank in May of 1994, was among the four largest banks
in South Carolina. In 1991, the determination was made to consolidate
customer service operations in Columbia, SC. As a result of that decision
IMS Quantum (then Integrated Management Systems, Inc.) was engaged to
build an Integrated Decision Model to determine the level of staffing
necessary to handle the volume of calls anticipated. This was a small
project designed to give insight into the central issues at stake and
an order of magnitude estimate of staffing requirements. A larger study
had already been done to gather basic information.
The model considered the resources necessary to implement the new
system, the factors that influenced the amount of time each customer
service representative was available for answering service calls, the
policies that constrained the efficiency and effectiveness of the
operation, and the costs associated with the implementation. Relationships
between call frequency, average time of each call and waiting time were
integrated into the model. Scenarios were developed that demonstrated
the resources necessary to staff the center as a function of customer
wait time. The most important aspect of the model was the clear
demonstration of the tradeoffs between customer satisfaction and
operational costs. The model offered an opportunity to integrate
subjective measures of customer satisfaction into a purely analytical
approach.
This process of developing a decision model in close collaboration
with the responsible managers allowed management to see clearly the
tradeoffs that were operative and to develop a set of measures to assess
performance after the system was activated. The Integrated Decision
Model could have easily been turned into an Integrated Planning Model
for the development of budgets and plans. Such a process would have
shown how the improvement of critical performance measures could lead
to increased effectiveness and efficiency, leading ultimately to higher
revenues and lower costs.
IMS Quantum believes that this marriage of subjective and quantitative
aspects of the banking business can be a fruitful approach throughout an
organization, ultimately leading to a fully integrated planning and
management system.
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