Slide 1Internal Factors
External/Environmental Factors
What external constraints are imposed on the service which affect its performance and ability to improve (e.g. economic factors, lack of customer knowledge, unrealistic customer expectations of the service)
Customer Demand
Service Delivery Chain
Service Outputs & Outcomes
What value and benefit do customers get from the service – what is the impact on related services provided by the organisation?
Service Understanding
Outcomes vs Outputs
Processes deliver – OUTPUTS
OUTCOME - a level of performance or achievement
The staff may be:
at the right time or too late for the line manager
capable or incapable of performing their role
too many or too few
Slide * © TEAL Consulting Limited 2010
SERVICE PURPOSE
SERVICE EFFECTIVENESS
Resources Needed to Satisfy All Demand
*
What are we trying to achieve
Quality
Time
Cost
in the amount of
Prevention Costs
External Failure
Understanding Customer Requirements
Voice of the Customer (VOC)
Analyse and Translate VOC into meaningful terms
Critical to Quality standards (CTQ)
Slide * © TEAL Consulting Limited 2010
Starting with “What is a Customer ?”
A Customer is a recipient of the Output of a Process
The Customer can be Internal or External
External Customers are not limited to end-users of the Product or Service
External Customers can also include Regulators, Monitors of Law and the Public or Community (Stakeholders)
The definition of Quality here means satisfying Customer Needs
Slide * © TEAL Consulting Limited 2010
Kano Model of Customer Expectations
Need not Fulfilled
Must Have’s and Delighters are usually unspoken
Dissatisfaction
General
Specific
Cost
Taste
Presentation
Temperature
Defining Customer CTQs
Document all the information
Define the Measure
The acid test is whether the CTQ can be Measured
Slide * © TEAL Consulting Limited 2010
Runners, Repeaters & Strangers
Input 100
Rolled Throughput Yield
© Smallpeice Enterprises Ltd
REWORK
6
4
2
9
4
7
4
5
3
Rolled Throughput Yield
= 79%
© Smallpeice Enterprises Ltd
Overall Process Effectiveness
John Bicheno
IT failure / No staff / No work
Transition Losses
Delays between activity
Awaiting patients or information. Set-up & clean down at start & end of day
Performance
Skill Losses
Completing unnecessary work or Dr covering on reception
Quality
Supply errors
External failures
OPE Chart
Knows how to deal with customers
Cab
Health check / response time
Exercise
Objective
To identify the Customers of your Processes
To consider what improvement could be made in your service effectiveness and efficiency
How
Identify all the Customers of this Process – Internal and External
Consider what measures exist for your processes
Output
An understanding of what measures currently exist
An initial assessment of the effectiveness and efficiency of your Processes
Slide * © TEAL Consulting Limited 2010
Reminder - Customer Value
Quality
Delivery
In meeting Customer Needs there is benefit for the organisation in terms of
Right first time – lower number of repeat calls
Lower Costs – Less time wasted
Satisfied customers e.g. rate payers
Reduction of Non Value Adding time is a major driver
Minimising amounts of staff time wasted.
Slide * © TEAL Consulting Limited 2010
External Perspective
Waiting time
Time
They don’t care about my business; it isn’t worth the wait
Waiting time
Internal Perspective
Customer Satisfaction
Level of customer satisfaction
Length of delivery delay
Slide * © TEAL Consulting Limited 2010
And Finally
Understanding what outcome the service is intended to deliver - is the start
Understanding how this impacts on quality of service delivery is critical
The effectiveness of the service has a direct impact on your costs
So jumping to be more efficient before addressing effectiveness is a short term fix – which will come back later
ElementSix Big LossesDescription Example
Major stops Unable to run - Major stop > 10 minutesIT failure / No staff / No work
Transition LossesDelays between activity
& clean down at start & end of day
Minor stops Interruptions. Minor stops < 10 minutes
Unplanned distractions - Phone, email,
Completing unnecessary work or Dr
covering on reception
Process errorsInternal failures
with customer complaints
Supply errorsExternal failures
damage / Pathology lab results