Process Experience - The coffee example

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This is a simple example to illustrate the difference between customer orientation and Process Experience. It centres around the issue of which processes to manage - your internal processes or the customer processes. Will be continued in separate installments on blog.taraneon.com. Also available as a download at www.taraneon.com.

Process Experience - The coffee example

  1. 1. taraneon Consulting Group From coffee to changing the process perspective – A short illustration of the Process Experience October 2009
  2. 2. A short disclaimer while we get your coffee... Content The authors reserve the right not to be responsible for the topicality, correctness, completeness or quality of the information provided. Liability claims regarding damage caused by the use of any information provided, including any kind of information which is incomplete or incorrect, will therefore be rejected. Parts of the pages or the complete publication may be extended, changed or partly or completely deleted by the author without separate announcement. Copyright The author intended not to use any copyrighted material for the publication or, if not possible, to indicate the copyright of the respective object. The copyright for any material created by the author is reserved. Any duplication or use of objects such as diagrams, sounds or texts in other electronic or printed publications is not permitted without the author's agreement. Privacy policy The use of published postal addresses, telephone or fax numbers and email addresses for marketing purposes is prohibited. © 2009 taraneon Consulting Group, Frankfurt/Germany. www.taraneon.com. All rights reserved. 2 taraneon Consulting Group C-10099_20091001 C-10099_20091013
  3. 3. Looking forward to your coffee break? 3 taraneon Consulting Group C-10099_20091013
  4. 4. .... DIY in three steps! Coffee afficionado Fill boiling Fill Nescafe Boil water water in cup in cup and stir Dying for a Et voilà coffee? The Nescafé-Process 4 taraneon Consulting Group C-10099_20091013
  5. 5. Even getting someone else just to wash up your cup seems to make it a more complex affair ... no Kettle empty? X Boil water Coffee afficionado yes Fill kettle Fill boiling + yes + water in cup and stir Dying for a coffee? Et voilà Clean cup? Fill Nescafe X in cup no Someone else Wash cup 5 taraneon Consulting Group C-10099_20091013
  6. 6. Instead, visit your favorite coffee bar and let someone else do all the work Prepare Hand coffee coffee to customer Barrista All done Discard Service Personnel coffee Insufficient cash Cashier Coffee bar Take order + Check amount All done open 6 taraneon Consulting Group C-10099_20091013
  7. 7. Concerning your favorite coffee bar... Have you noticed something? Both ‚process players‘ will always successfully complete their processes – it‘s the way it‘s modelled Now think about process improvement … any ideas? 7 taraneon Consulting Group C-10099_20091013
  8. 8. Finished reengineering this process? Does the ‚All done‘ instead of ‚Et voilà‘ in the top right-hand corner give you a hint of what‘s wrong with this process? 8 taraneon Consulting Group C-10099_20091013
  9. 9. Aren‘t we a selfish lot? Where‘s the customer ? 9 taraneon Consulting Group C-10099_20091013
  10. 10. Just think about what the customer process might look like … Order Cash Coffee Coffee afficionado Visit Order Customer Pay bill Take coffee coffee bar coffee Dying for Et a coffee? + 5 min. Leave voilà wait annoyed 10 taraneon Consulting Group C-10099_20091013
  11. 11. Congratulations! You are now responsible for two processes! (and have been all along...) Prepare Hand coffee coffee to customer Barrista All done Discard Service Personnel coffee Insufficient cash Cashier Coffee bar Take order + Check amount All done open Order Cash Coffee Coffee afficionado Visit Order Customer Pay bill Take coffee coffee bar coffee Dying for Et a coffee? + 5 min. Leave voilà wait annoyed 11 taraneon Consulting Group C-10099_20091013
  12. 12. So …? Prepare coffee Hand coffee to customer Totally irrelevant outcomes ! Barrista All done Discard Service Personnel coffee (and just think how Insufficient cash many KPIs are used to measure these outcomes) Cashier Coffee bar Take order + Check amount All done open Order Cash Coffee Coffee afficionado Visit Order Customer Pay bill Take coffee Dying for coffee bar coffee This is what counts ! Et a coffee? + 5 min. Leave voilà (but that‘s not all …) wait annoyed 12 taraneon Consulting Group C-10099_20091013
  13. 13. Despite the positive result from a customer perspective (coffee!), think about this: Is the production and delivery process (the internal process which you reengineered earlier) built around the customer so that he has an optimized process experience - or is the customer process determined by your internal processes? 13 taraneon Consulting Group C-10099_20091013
  14. 14. Which process should you manage? Prepare Hand coffee coffee to customer Barrista All done Discard Service Personnel coffee Insufficient cash Cashier Coffee bar Take order + Check amount All done open Order Cash Coffee Might be a Coffee afficionado Visit Order Customer Pay bill Take coffee coffee bar coffee Dying for a coffee? + 5 min. wait Leave Et voilà good idea ! annoyed ...if you know the customer process ...if you know how to manage it ...if you know how to align customer and internal processes ...if you are prepared for continuous change ... 14 taraneon Consulting Group C-10099_20091013
  15. 15. Conclusion The customer process starts before the internal process ... and finishes later ... Process results offer no real indication of customer satisfaction with an internal process An internal process focus leads to ignorance of process risks Even this very simple example offers a good illustration of how focussing on taraneons Process Process Experience approach leads to Experience Increased customer satisfaction requires a different Increased retention rates mindset Cost reduction 15 taraneon Consulting Group C-10099_20091013
  16. 16. Think about it: Sucessful process management doesn‘t require expensive projects … …but it does need a change of perspective! taraneon can support you in making your processes work for your customers: Guidance As guides during your change initiatives Coaching Individual coaching to support senior management Training Courses and workshops to facilitate ‚new process thinking‘ 16 taraneon Consulting Group C-10099_20091001 C-10099_20091013
  17. 17. Do you want to improve your customers‘ process experience? Contact us! taraneon Consulting Group Managing Directors: Dr. Norbert Kaiser, Thomas J. Olbrich Mail contact@taraneon.com Web www.taraneon.com Blog blog.taraneon.com Frankfurt Germany +49 (0) 6101 3079-80 Saarbrücken Germany +49 (0) 6897 77809-60 17 taraneon Consulting Group C-10099_20091013
  18. 18. Who we are - taraneon at a glance Founded in 2008 Led by experts with 20 years experience in industry, consulting and executive training Serving global advisory demand for Process Management Strategic Enterprise Architecture SOA Governance and Lifecycle-Management Creating value the taraneon way: Improving the process experience 2 18 taraneon Consulting Group C-10099_20091013
  19. 19. taraneon‘s tool box: Guidance, Coaching, Training taraneon‘s service offerings Architecture Review Strategic Foundation Definition Enterprise Transformation in dynamic markets Enterprise Enterprise Architecture Architecture Development Risk Analysis Process Experience Business Improvement Process Process Management Rev. Management BPMS Evaluation SOA Design Skill Trainings Mindset- Think Different Program Change Executive Training Coaching Market Analysis Market Research Competitor Analysis and Analysis 19 taraneon Consulting Group C-10099_20091013
  20. 20. taraneon provides worldwide service – International client base Locations Austria Belgium Brasil France Germany Mexico Qatar Sweden Switzerland UK US Industry Sectors Automotive Banking Consulting Energy High-Tech Our consultants have successfully supported these clients (extract): Insurance Al Khaliji Bank N Altana N Aral N British Telecom N BVG Berliner Verkehrsgesellschaft N Cellway N Chrischona Logistics N Daimler N debitel N DeteMobil N Die Zeit N DB Deutsche Bahn N Deutsche Telekom N DZ Bank N Media Ericsson N HanseNet N IBM N Iridium N John Deere N LDT Laser Display Technik N Lufthansa N Micronas Oil Semiconductor N NetCologne N ÖBB Österreichische Bundesbahnen N Orange N RWE N R+V Versicherung N Pharma SBB Schweizerische Bundesbahnen N Schweizerische Post N Shell N Siemens N Smart N Stadtwerke Hannover N Software Stadtwerke Wolfsburg N T-Systems N Temic N Viag Interkom N Viterra N VW N VW do Brasil N Telecoms 20 taraneon Consulting Group C-10099_20091013
  21. 21. Sharing information – the taraneon community The taraneon Executive Roundtable Founded by taraneon, the Executive Roundtable brings together business leaders to discuss innovative solutions for todays challenges IIR‘s Forum Business Process Management taraneon experts have chaired and supported the largest annual german BPM conference since 2002 BPM Nexus taraneon is one of the co-founders of BPM Nexus, a fast growing international online community of BPM practitioners and experts 9 21 taraneon Consulting Group C-10099_20091013

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