摘 要
中国呼叫中心产业自九十年代起步后，经过近二十年的发展已经进入成熟期，
产业规模不断扩大，竞争日趋激烈。随着集约运营规模的扩大，呼叫中心的组织机
构越来越复杂，流程分工越来越细，企业的运营成本越来越大。因此，优化流程管
理、提升运营管理能力，以提高运作效率、控制运营风险、降低运营成本，已经成
为影响呼叫中心可持续发展的关键因素
本文综合运用因果分析法、关键路径法、实证分析法等方法，对广信公司呼叫
中心流程管理进行了诊断，指出其存在的三个关键问题：一是流程平面化，管理目
标不清晰，缺乏立体监控层次观念，流程效果难以通过对流程过程的监控得到很好
的保障；二是流程执行人缺乏执行流程所具备的知识的学习路径与标准化内容，管
理人才培养速度慢，管理效率难以快速提升；三是流程能力薄弱，在组织体系内没
有形成一套支持流程运作的流程文化，流程效率难以迅速提高。据此总结出一套呼
叫中心流程优化体系：首先，基于呼叫中心流程管理的业务特殊性，根据呼叫中心
流程设计的原则，构建了流程设计和流程优化的逻辑模型，并采用 SIPCO 图、流程
设计工具网络图以及流程管控关键流程的相关控制原理，设计了立体流程管控网络；
其次，为了推进的流程的全面落实，建立了涵盖流程本体知识和流程设计及优化知
识的知识地图；最后，为了使流程优化成果有实质性的推进，通过结合流程文化的
建设来提升流程能力
关键词：流程管理 项目管理 知识地图 流程文化
Abstract
The call center industry in China started from the nineties, and entered into mature
stage after twenty-year development. The industry has been in constant expansion and the
competition grows increasingly fierce. Along with the expansion of the concentrated
operation, the organization of the call center becomes more and more complicated, the
division of process becomes more detailed, and the operation cost of an enterprise grow
bigger and bigger. Therefore, the key factors that influencing the sustainable development
of the call center are optimization of process management and improvement of operation
management capability to enhance operation efficiency, control operation risk and reduce
operation cost.
The thesis carries out diagnosis to process management of the call center of
Guangdong Gaungxin Communications Services Company Ltd. by comprehensive
utilization of causal analysis, critical path method and empirical analysis as well as other
analysis methods, and points out the three critical problems: 1. process planarization,
unclear management targets, lack of dimensional control level concepts, and the process
result that is difficult to obtain sound protection through control of the process; 2. the
process executive personnel are unable to access to the learning path of knowledge and the
standardized contents; the pace of cultivation of managerial staff is slow; and the
management efficiency is hard to promote in fast speed; 3. weakness of process capacity.
A set of process culture to support the process operation is not formed in the organization
system; as a result, the process efficiency is difficult to improve fast. To build a process
optimization system for the call center of Guangdong Gaungxin Communications Services
Company Ltd. based on such foundation: firstly, on the basis of business characteristics of
the process management of call center, and in accordance with the principles of process
design of call center, to form the logistic model of process design and process optimization,
and design the dimensional process management and control network by adopting Map
SIPCO, process design tools network map and relevant control principles of the keys of
process management and control; secondly, in order to promote the overall realization of
process, to form the process knowledge system map that covers the process knowledge
and knowledge of process design and optimization; and finally, in order to realize
substantial improvement of process optimization result, to strengthen process capacity by
combining with establishment of process cultivation.
Keywords: Process management, Project management, Knowledge map, Process Culture