CASE 3.3 STAFFING A CALL CENTER' California Children's Hospital has been receiving num customer complaints because of its confusing, decentralized appointment and registration process. When customers want to make appointments or reginer child patients, they mud contact the clinic or department they plan to visit. Several exist with this current strategy. Parents do not al exclusively to appointments and registration. The hospitalis curently in the middle of the planning stages for the call center. Lenny Davis, the hospital manager, plans to operate the call comer from 7 AM, to 9. during the weekdays Several sapo, the hospital hired an ambitious management consuhing fimm. Creative Chan Contratants to forecast the number of calls the call center would receive each hour of the day. Since all appointment and registration ing wed calls would be died by the call center, the c sultants decided that they could forecast the calls at the call center by unaling the number of appointmen tion-related calls received by all clinics and departments The team members visited all the clinics and departments when they diligently co recorded d every call relating ways know the most appropriate clinic or department they child's aim They there must visit to address their e for spend a significant amount of time on the phone b fered from clinic to clinic unil they reach the most ap propriate clinic for their needs. The hospital also does not also does not publish the phone number of all clinic and e fall clinic and departments, and parents therefore invest a large amount of time in detective work to track down the correct phone amber who number. F ally, the various clinics and departments do not c do not communpointments and registration. They thee totaled these calls e with each other. For example, when a doctor w schedules and altered the totals to account for calls missed during da a referal with a colleague located in another department or collection. They also altered totals to account for repeat calls clinic, that department or clinic almost ever receives weed that occurred when the same parent called the hospital many of the referral. The parent must contact the conect depart times because of the confusion sounding the decentral ment or clinic and provide the needed referral information ized process. Creative Chan Consultants determined the rage mumber of calls the call center should expect during each hour of a weekday. The following table provides the forecasts In efforts to reengineer and improve its appointment and registration process, the children's hospital has decided to centralize the process by establishing one call center devoted CASE 3.4 PROMOTING A BREAKFAST CEREAL Work Shift 7AM-A Average Number of Calls 40 cal per hour 65 calls per hour 70 calls per hour 95 calls per hour 80 calls per hour 35 calls per hour per hour 10 After the consultants submitted these forecasts, Lenny be- came interested in the percentage of calls from Spanish speakers since the hospital services many Spanish patients For the following analysis consider only the labor cost for the time employees spend answering phones. The cost for paperwork time is charged to other cost center Explo ther data collection and determined that on average, 20 per- during each 2 hour shift of the day in order to a cent of the calls were from Spanish speakers Given these call forecasts, Lenny must no to staff the call center during each 2 hour shift of a weekday During the the forecasting project, Creative Chaos Consultants Leney send to determine how many full-time employees who peak Spa, full time lies who speak and part Chan Cas advise him that car programming can be closely observed the operation working at the individual clise employees he should him to begin on each shall C ics and a d determined d Ley also knows that he has both full-time and part-time workers available to staff the call center. A full-time employee works 8 hours per day, but because of paperwork that t also be completed, the employee spends only 4 hours per day on the phone. To balance the schedule, the employee alter te caring model to Obon an optimal win for the formed in part to guide Lessy's decision ng Ley can find only one qualified Englis willing to begin work at 1 x Given this new cod the 2-hour shifts between answering phones and comme English-speaking operations full Spa pleting paperwork. Full-time employees can start their day cingates, and parme operations should Ley have for ther by y answering phones or by by completing paperwork on the first shift. The full-time employees speak either Spanish or ping while wring all calls English, but none of them are bilingual. Both Spanish-speak up of ad operon all the ing and English-speaking employees are paid $30 per i for work before 5 Ma M. and $12 per hour for work The full-time employees can begin work at the beginning of all employees are big boy full time and p JAM 1 shift, or 1 to 3 st shift. The part-time- work for 4 They can start work at the beginning of the 3 M to 5 PM shift or the 5 est. to 7 s. shift, and like the full-time em ployees, they are paid $10 per hour for work before 5 and 512 per hour for work after 5 es 4 hours, only answer c r calls, and only speak English programing model to paide Lamy's deci What is the main percentage increase in the hourly wag rate that Ley can pay bilingual employees over mad employees without increasing the total operating an What other features of the call center should Lenny explore t improve service or minim operating co