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Traditional SIPOC Approach Input Process OutputSupplier Customer Outside-In COPIS Approach OutputSupplierCustomerProcessInput SIPOC v/s COPIS Traditional.

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Presentation on theme: "Traditional SIPOC Approach Input Process OutputSupplier Customer Outside-In COPIS Approach OutputSupplierCustomerProcessInput SIPOC v/s COPIS Traditional."— Presentation transcript:

1 Traditional SIPOC Approach Input Process OutputSupplier Customer Outside-In COPIS Approach OutputSupplierCustomerProcessInput SIPOC v/s COPIS Traditional inside-out SIPOC Approach Illustration 1 : SIPOC v/s COPIS

2 "Verbatim" feedback / customer-voice related to this Process Frequency of Measurement Data source for Measure Voice of Customer / Customer Satisfaction (CSAT) Measure(s) Output required by Customer Customer Experience Point CUSTOMER REQUIREMENTS CUSTOMER SATISFACTION Process OwnerProcess(es) that will deliver these output(s) Frequency of Internal Mea- surement Sigma Level Data source for "Opportun ity for Defect" Definition of "Opportunity for Defect" Data source for Defect Definition of "Defect" Related Internal Measure (s) / CTQs - INTERNAL MEASURES - - PROCESS - Audit check point(s) In-process or Input Measure(s) (Internal Service Level Agreements required) Internal and External Supplier(s) (Cross Functional Dependencies) Inputs Required from other Functions / Departments AUDITSUPPLIERS INPUTS Opportunities for differentiation against Competition Opportunities for Customer Delight COMPETITIVE EDGE The Strategic COPIS model Blue zone represents Voice of the Process & Internal / Process Quality related measures Yellow zone represents Voice of Customers & measures related to Product or Service Quality as experienced by Customers Delight Zone – opportunities for delivering superior Quality that exceed Customer expectations LEGEND Illustration 2 : The Strategic COPIS Model - summary

3 Strategic COPIS – detailed template with illustrations Customer Experience Point Output required by Customer Voice of Customer / Customer Satisfaction (CSAT) Measure(s) Data source for Measurement Frequency of Measurement "Verbatim" feedback / customer-voice related to this Process CUSTOMER REQUIREMENTS CUSTOMER SATISFACTION e.g. Mutual Fund Redemption by Investor 1. On-time payment 2. Accurate amount 1. CSAT score or no. of complaints on Redemption timeliness" 2. CSAT score CSAT score or no. of complaints on Redemption accuracy" Surveys, Complaints data, Mystery Customer Continuous / Monthly e.g. I got my redemption payment late …" TEMPLATE SERVICE EXAMPLE MANUFACTURING EXAMPLE e.g. Car-battery Purchase by Customer 1. Trouble-free working for minimum 3 years 2. Prompt & hassle-free warranty service 1. CSAT score CSAT score or no. of complaints on Battery quality" 2. C-SAT score CSAT score or no. of complaints on Warranty service quality" e.g. I was promised hassle-free warranty service at the time of purchase, but now the dealer has made me make 4 trips … service is poor …" Surveys, Complaints data, Mystery Customer Continuous / Monthly Illustration 3 (Part 1) : The Strategic COPIS Model – detailed

4 Related Internal Measure (s) / CTQs 1 Definition of "Defect" Data source for Defect Definition of "Opportunity for Defect" Data source for "Opportun ity for Defect" Sigma Level 2 Frequency of Internal Measurement Process(es) that will deliver these output(s) Process Owner - INTERNAL MEASURES - PROCESS Each redemption request that is NOT processed within … hrs. Each redemption request Measurement continuous; Reporting Monthly Redemption Process Function / Department Head responsible for redemption % of all redemption requests where payment was delayed Strategic COPIS – detailed template with illustrations (contd.) % of all batteries made last month that had a defect Each warranty service request that is NOT completed within … hrs. Each warranty service request Measurement continuous; Reporting Monthly Warranty service Process % of all warranty service requests that were NOT completed on time TEMPLATE SERVICE EXAMPLE MANUFACTURING EXAMPLE Manufacturing process Function / Department Head responsible for manufacturing Function / Department Head responsible for warranty service Illustration 3 (Part 2) : The Strategic COPIS Model – detailed 1 CTQ means Critical to Quality performance measures such as the examples shown above 2 Sigma Levels may be calculated by organizations implementing a Six Sigma quality initiative. This calculation is based on Defects per million opportunities. However, the Strategic COPIS model can be implemented even without this measurement. The Sigma Level column is mentioned in this template only as a matter of detail, and may be ignored by organizations where sigma levels are not calculated.

5 SUPPLIERSAUDIT Inputs Required from other Functions / Departments Internal and External Supplier(s) (Cross Functional Dependencies) 1 In-process or Input Measure(s) (Internal Service Level Agreements required) Audit check point(s) INPUTS COMPETITIVE EDGE Opportunities for Customer Delight Opportunities for differentiation against Competition e.g. Timely logging of redemption requests by Branch offices / Distributors Branches / Distributors % redemption applications not right the first time % redemption requests received after cut-off time Strategic COPIS – detailed template with illustrations (contd.) e.g. Timely availability of service spares inventory with service locations / franchisees / dealers Stores / Service department % stock-outs TEMPLATE SERVICE EXAMPLE MANUFACTURING EXAMPLE Illustration 3 (Part 3) : The Strategic COPIS Model – detailed 1 Cross functional dependencies are dependencies between two or more functions or departments within a company – e.g. between Sales and Operations. These are made clear by the examples mentioned under the column titled Inputs

6 Traditional SIPOC Approach 1.The application of strategic COPIS is best done through a facilitated workshop attended by the business head (CEO) and senior leaders of a business. Senior managers leading areas that impact customers must definitely participate. During the workshop, they must all put themselves in the customers shoes and pretend that they are the customer (this is often easier said than done, but it is critical for the business and the most important part of the whole exercise) 2.Start by completing (as a team), the first column of the template Customer experience points. List down in this column, all key touch-points where your customers experience your business, its products or services. Typical experience points for customers could be the initial purchase-experience, ongoing service interactions, contacting your customer-service, online transactions, and so on 3.Once all common experience points are listed, take one experience-point at a time & go all the way to the right of the template, one column at a time. The facilitator should moderate the discussion & help fill the template for each experience point 4.Once the exercise is complete for customers who pay for the business product or service, it can be repeated for other stakeholders in the business such as distributors, shareholders, employees or other internal customers, regulators, etc. 5.The output of the strategic COPIS workshop is the complete master-list of processes that the business needs to have and performance measures related to each process. The performance measures will be at three levels – voice-of-customer, process related output measures and in-process measures 6.Before proceeding further, validate the outputs or findings of the workshop with real customers (maybe a sample of customers). This will help ensure that what we think is important for customers is actually so 7.You now have the answers to two strategic questions What business processes do we need ? and What to measure ?. This is followed by detailed documentation / mapping and implementation on the ground of the processes thus identified. Actual adherence to each process is measured through process-compliance audits. These processes are also the foundation for continual improvement in future 8.Put in place the measurements identified through COPIS. The CEO and their leadership team must regularly review the actual performance trend on these measures. Often, the workshop throws up a large number of measures – the CEO may decide which are the top-priority (vital few) measures that they will personally review, while more detailed measures pertaining to each process must be monitored & reviewed by respective process-owners 9.Strategic COPIS can be applied with significant business benefit by new businesses at their inception-stage or by existing businesses. For existing businesses, the COPIS workshop output must be used to validate their existing processes and performance measures How to use the strategic COPIS template & what are the outputs ? Illustration 4 : Step by step guide on how to use the Strategic COPIS template


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