Final Work on the Simulation Study on Mtn Call Process

8/6/2019 Final Work on the Simulation Study on Mtn Call Process

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REGENT UNIVERSITY COLLEGE OF SCIENCE AND

TECHNOLOGY

SCHOOL OF ARTS AND SOCIAL SCIENCES

COMPUTER SIMULATION & MODELLING (SICS 4523)

PROJECT PRESENTATION ON A SIMULATION STUDY OF

MTN GHANA CALL CENTRE

BY

FUSEINI NAWARU MOHAMMED (0090209)

ATTIPOE WILLIAM ELIKEM (0170210)ADJEI RITA NAALAMLEY (0010210)

NETTEY ETHELINDA (0750210)

LEVEL 300 (EVENING SCHOOL)

LECTURER: MR. PHILIP ASIBU-YARTEY


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INTRODUCTION

About MTN GHANA MTN, the leading telecommunication company in the

emerging markets of Africa and the Middle East entered the

Ghanaian market following the acquisition of Investcom in

July 2006.

MTN is currently the market leader in the increasingly

competitive mobile telecommunication industry in Ghana

with over 8 million active subscriber base representingabout 55 percent of the market share.

MTN offers subscribers a maze of exciting options under

Pay Monthly and Pay As You Go Services.


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INTRODUCTION CONT. MTNs network coverage is extensive, covering all ten

regions in Ghana and remote areas. MTN continues toinvest heavily in infrastructure to expand its coverage

across Ghana.

Since its establishment in 1993, MTN has been alive toits responsibilities in society. The MTN Foundation is a

framework for initiatives that will ensure the

companys pro-active participation in Corporate Social

Responsibility projects wherever it operates. Key focusareas are education, health, economic empowerment,

music, arts and culture.


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VISION

To be the leading telecommunication service provider in

emerging markets.


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MISSION STATEMENT

Building shareholders value by ensuring maximum customer

satisfaction through providing latest telecommunication

services, at the most economical rates while meeting its social

responsibilities as a good corporate citizen and providinggrowth prospects for its employees.


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KEY PERFORMANCE MEASURES

Higher labour productivity.

Effective and efficient management procedures.

Good customer care.

Dependable Customer service and technical assistance.

Innovative services and integrity to customers.

Can do spirit.


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INDUSTRY ANALYSIS INCLUDING COMPETITORS

AND INDUSTRIAL BENCHMARKS:

By far MTN is one of the best in its field. It has an ultramodern facility with adequate skilled labour. It is also acustomer oriented and cost friendly organisation. Itscompertitors include:

TigoKasapaVodafoneZain

Benchmark: The AT & T is the one of the besttelecommunication firms in the world and MTN hopes toattain that standard in the year 2015. One of the benchmarks ofMTN is its 24hour accessibility to its customers.


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AREA OF CONCENTRATION

The area of concentration of this study will be looking at the

long waiting and handling time of the call centre process ofMTN - Ghana. This area plays a very significant role in

customer satisfaction.


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FLOWCHART OF THE MTN CALL

CENTRE PROCESSCustomer calls

Call Agent answers

Customer

states

problemYes

N

O

Complaint is

Sent to back

office for redress

N

o

Backoffice

solves the

problem

yes

Complaint is forwarded to

Intelligence Network (I.N)

for solution

problem is solved

Call is transferred to

Interactive Voice Response

Call is connected to thePABX

Exit

Problem is solved and backoffice calls customer for

confirmationExit


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Supervisor

Entrance/ Exit

Quality Assurance

monitoring room Call centre Managers room

Supervisor

Supervisor

Supervisor

Interactive Voice

Response computer

system

Call agentsCall agents


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PROBLEM STATEMENT

The problem statement of this study is long waiting and

handling time during the call centre process.


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OBJECTIVE OF THE STUDY

The aim of this study is to find solutions that would decrease

the long waiting and handling time during the call centre

process.


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DATA COLLECTION METHODOLOGY

The Data Collection method used included Time Study andObservation. The group observed the activities of the call

centre process and noted that MTN has categorized its

customers into three segments namely; Silver, Gold and

Platinum. From our observation, the Platinum customersnormally spent shorter time during the call centre process

than the other categories of customers.


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DATA COLLECTION METHODOLOGY CONT.

Our time study showed that averagely customers spent between 10 to 20

minutes during the call centre process.

Below are the processes involved in the call centre :

Customer calls

Call is connected to the Private Automatic Branch Exchange

(PABX).

Call is transferred to the Interactive Voice Response (I.V.R.). Agent answers

Customer states problem. If problem can be solved by agent, it is

solved and ended

If not complaint is sent to back office for redress

Back office solves the problem and calls customer for confirmation If back office is unable to solve then they forward the problem to

Intelligence Network ( I.N.) for solution.

Customer is called and given feedback

Then I.N. works on the problem and gives feedback to the customer.


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PRESENTATION OF DATAThis chapter deals basically with the presentation of data collected.

Source: field survey, April 2010.

PROCESS PROCESSING

TIME (In minutes)

PERCENTAGE

Call is connected to PABX 1.5 11.54%

Call is transferred to IVR 2 15.39%

Call agent answers 3 23.08%Complaint is sent to back office 2 15.39%

Problem is solved and back office calls

customer to confirm

3 23.08%

Complaint is forwarded to I.N. for

solutions

1.5 11.54%

Total processing time 13 100%


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DATA ANALYSIS

The data were gathered in April 2010. Every observation was treated as

an independent variable, thus the total number of processes are 6 in thecurrent model used. The most fascinating statistic is that the highest

processing time for a process was 3 minutes which was used by the call

agent in answering. Additionally, the lowest processing time for a

process was 1.5 minutes for the call to be connected to PABX meaningcustomers at certain times spent considerably longer time within a

process, hence customers are not satisfied with the call centre process

and would therefore need an improvement.


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Longer time is spent when call agent answers the call

before customer states problem.

BOTTLENECKS IN THE SYSTEM


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ALTERNATIVE PROCESS

Customer calls

Call is connected to the

PABX

For product s

and services

press 1 for

yes or 2 No

Yes

Call is

transferred toagent

Agent

answers the

call

Custome

r statesproblem

Yes problem issolved

N

O

N

O

Call is transferred to

IVR

Press 0

to

connect

to agent

or press

star to

exit

Agent

answers

Back

office

solves

the

proble

m

Ye

s

Complaint is sent

to back office for

redress

End

No

Exit

N

O

Complaint is

forwarded to I.N.

for solution

problem is

solved and

ended


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.

CONCLUSION

We conclude that the alternative model is better than the original

model used by MTN Ghana because the Time spent in the total

process is reduced from 13.14 minutes to 12.82 minutes. Also, total

numbers waiting are reduced from 19.05 to 18.07. This means the

alternative process has a shorter processing time than the current

used.


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RECOMMENDATIONS

We recommend that the alternative process should be implementedby MTN Ghana because it would reduce the long waiting and

handling time that customers spend during the call centre process.

Documents

Final Work on the Simulation Study on Mtn Call Process