Post on 13-Jan-2017
consulting | research | contracting
Challenging Traditional Process Thinking
BPR vs. CEM
Swati Saigal
Senior Process Consultant
Megan Menasce
Senior Process Consultant
2
History Lesson
3
4
5
6
7
8
9
10
11
12
CEO
Marketing SalesCustomer
ServiceOperations Finance
13
Do you dare to change?
14
Insanity
15
The question
16
The process evolution
17
You may be doing stuff right, but are you doing the right stuff?
Six Sigma
• Fixing problems. Doing Stuff Right.
Structured approach to Define, Measure, Analyse, Improve and Control process.
• In a typical example - people may not be filling in a form correctly. Six Sigma understands how often, where and what could be done to improve the accuracy of the form.
Lean
• Similar to Six Sigma however goes a stage further in removing waste associated with form completion by removing unnecessary steps and sometimes as a consequence negates the need for a form entirely. In doing so occasionally, but not by design, stumbles onto doing the right thing.
• Both Six Sigma and Lean don’t challenge directly whether the form helps to achieve a Successful Customer Outcome.
CEM and Customer
• Asks whether the form contributes to the achievement of the Successful Customer Outcome. If it doesn’t, we stop doing it. It is typical to find that a massive amount of work in a CX examined process becomes unnecessary and in doing so frees up scarce resource, improves service and gets more done with less.
18
Achieving the right mix
Doing things RIGHT
Doing things FAST
Doing the RIGHT thing
19
How then can CEM and BPR co-exist?
Customer
Needs
Operational Efficiencies
Operational Efficiencies
Operational Efficiencies
Operational Efficiencies
Operational Efficiencies
• CEM will then be used to design
the appropriate interactions,
• CEM looks at a wider
end-goal focus of
customer needs
• This then requires
operational changes
to fulfil customer
expectations
supported by BPR to optimise
those processes further to be
more cost effective (without
negatively impacting the
customer experience).
• i.e. Understand what you are trying to achieve, then use the tools appropriately
20
21
Final thought…
22
Swati Saigal
ssaigal@iqbusiness.net
Megan Menasce
mmenasce@iqbusiness.net
IQ Business Park
Third Avenue
Rivonia
Johannesburg
011 259 4000
www.iqbusiness.net
cem@iqbusiness.net
processcommunity@iqbusiness.net