1.
Here are the symbols that are used in process mapping:
Link the symbols using lines and arrow heads.
2.
Define each step in the current process from start to
finish.
3.
Identify the time taken for each step.
4.
Identify the people involved.
5.
Review the entire process.
6.
Identify blockages and areas where the process can be
shortened.
7.
Re-design the process so that it takes less time, is
more
accurate,
efficient
and
results
in
greater
customer satisfaction.
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TOOL 5.1: HANDOUT 1
Process mapping
TOOL 5.1: HANDOUT 2
A process map
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Process mapping case study
case
study
provides
you
with
the
opportunity
to
practise process mapping.

Read the attached case study individually.

Pair
up;
each
departments
pair
(make
will
sure
take
all
one
of
the
departments
following
have
been
allocated):
– Sales
– Customer Service
– Management Information.

Study the information for the department(s) your pair
has been allocated.

Analyse and map out the current process using the pro
forma provided.

Make suggestions on how you might improve the process.

After your preparation time, you will have five minutes
to present back your process map.
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TOOL 5.1: HANDOUT 3
This
Tops Business Travel
TOOL 5.1: HANDOUT 3
Background
Tops Business Travel Ltd (TBT) provides business travel
services to large multinational businesses. The company has
a reputation as a high-quality service supplier.
TBT has gained its reputation through building excellent
relationships
promoting
with
extra
sophisticated
calculate
its
clients,
options
Management
monthly
and
to
has
them.
Information
spend
against
recently
These
(MI)
include
reports
budget,
been
as
which
well
as
providing clients with other ways to make their approach to
business travel more effective and efficient. These are
available
at
a
particular
date
each
month.
These
new
services have helped increase sales enormously over the
last year.
To
meet
the
expectations
of
the
customers,
TBT
has
established a customised MI product. This means customers
receive added-value MI at any time they choose during the
month. Lately, the demand for customised MI has put great
pressure on the MI department, and as a result many MI
reports are not reaching the customers. This is causing a
rise
in
complaints
and
loss
of
confidence
among
the
customers.
Key departments
Sales
Sales
receives
leads
from
Marketing
and
where
possible
converts that into business. Sales staff receive bonuses if
they achieve or over-achieve on target.
Sales liaises with Customer Relations, part of the Customer
Service department, which runs a call centre dealing with
all customers’ travel arrangements.
Every client is allocated a Relationship Manager who is
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part of the Sales team and whose role is to manage the
client relationship and ensure clients are receiving the
best possible customer service.
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Management Information
its clients. MI follows a schedule that means customers
whose names fall between A and M receive their MI reports
on the 15th of the month, and customers whose names fall
between N and Z receive their MI reports on the 28th of
each month.
The Relationship Managers inform MI when a new contract has
been set up with a client so that MI can make sure that
client gets their standard MI report on time.
The new value-added MI reports, which can be issued to
customers at any time in the month, are requested by the
customer via its Relationship Manager (RM).
The Relationship Managers must notify MI of the request for
a value-added report within three hours of receiving the
request so that MI can manage its resources accordingly. In
the last three months it has been noticed that the average
time it takes for Relationship Managers to notify MI about
the value-added reports is 16 hours.
Occasionally, the customer will ask for one of the valueadded reports when it is interfacing with the Customer
Relations executive during the booking of some travel. If
that happens, the Customer Relations executive must inform
the
Relationship
Manager
within
one
hour,
so
that
the
request can be put through to MI.
Relationship Managers have been complaining to the Customer
Service
Manager
that
most
of
these
requests
from
the
Customer Relations executives are taking 48 hours to get to
them.
Sometimes
Relationship
Managers
have
only
become
aware of the request when customers have inquired where
their report is.
Once MI has received the request for the value added report
from the Relationship Manager, it has 24 hours to produce
the report. This timescale has been slipping over the last
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TOOL 5.1: HANDOUT 3
MI automatically produces standard MI reports for each of
three months to 48 hours and has caused customer complaints
and a backlog in the issuing of MI’s standard reports.
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TOOL 5.1: HANDOUT 3
Once
the
report
is
produced,
MI
sends
it
out
to
the
appropriate customer and also to the Relationship Manager.
The Relationship Manager must then contact the customer
within 24 hours to check if it has received the report and
is happy with it.
Customer Service
Customer Service is responsible for providing the customer
with the travel requirements it needs in the most valueadded way – that could be the best quality or the cheapest
cost.
Customer Service is responsible for inputting accurate and
timely information into the system with regard to client
spend, and other data about increased effectiveness and
efficiency. This is the information that MI uses for both
the
standard
report
and
the
value-added
report.
That
information is updated once a day at 1600 hours by each
Customer Relations executive for Management Information.
If during the travel booking process a request is made of
the
Customer
Relations
executive
for
a
value-added
MI
report, the Customer Relations executive must inform the
Relationship Manager within one hour, so that the request
can be put through to MI.
It
has
become
clear
from
customer
complaints
that
the
value-added reports are not as accurate as they should be,
and it appears that Customer Relations executives are only
updating information every 2–3 days.
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To: Manager, Information Management; Manager, Sales
From: Customer Service Manager
Subject: New value-added reports
Whilst
I
appreciate
that
Sales
is
generating
more
new
clients than predicted, the promise of the new value-added
reports
required
means
and
complaints.
It
that
this
has
MI
cannot
is
also
deliver
creating
resulted
to
the
increased
in
some
standard
customer
clients
not
receiving their standard reports at the agreed dates.
The new reports are incredibly resource intensive and we
are overpromising and underdelivering for the customer. We
cannot meet the demands for this and we are placing the
business’s reputation in jeopardy.
The standards we have set are not helping us and we need to
look at the process we are using to secure delivery of
these reports.
Please can we look at this today.
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TOOL 5.1: HANDOUT 3
RECENT E-MAIL
TOOL 5.1: HANDOUT 3
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self-assessment
Complete the following self-assessment diagnostic where 5 =
totally agree and 1 = totally disagree:
1
2
3
4
5
Process improvement
Before we design new processes
we consider the need of the
customer
We have mapped out our current
customer
processes
and
identified major blockages
In the past six months we have
made improvements to at least
one process
We provide team members with
training in process mapping
Look
at
your
lowest
scores
and
identify
where
you
improvements.
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can
TOOL 5.1: HANDOUT 4
Process mapping
make
TOOL 5.2: HANDOUT 1
Effective customer
management
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Service Standards and Service Level Agreements
The
operational
standards
that
customers
can
expect
in
dealing with you – specifications of what they can expect
and when.
Useful for:
•
focusing team members on the needs of the customer
•
setting expectations with customers and colleagues
•
providing a standard against which you can measure
results
•
encouraging service improvement.
Examples of possible standards:
•
telephone response
•
e-mail response
•
process times
•
visits and meetings
•
appearance – of individuals, of environment.
NB: Standards must be SMART.
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TOOL 5.3: HANDOUT 1
Setting standards and service
level agreements
TOOL 5.3: HANDOUT 1
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You represent the management team of Bourne Supermarket.
The store sells food and non-food items to customers in the
local area.
The store has been open for 10 years. Older members of
staff have been with the store since it opened, but there
has been a high turnover of younger staff with less than
two years’ service.
Last month the store held its first customer focus group.
Attached is a copy of the main findings. Given the customer
feedback your task is to develop at least four service
standards
in
different
areas
to
better
meet
customer
expectations.
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TOOL 5.3: HANDOUT 2
Retail case study
Bourne Supermarket: summary of customer feedback
The positives
TOOL 5.3: HANDOUT 2
•
Friendly staff – the same names were being mentioned
by customers in the group over and over again.
•
Staff know customers by name.
•
Local.
•
Convenient.
•
Helpful staff (the majority).
•
If you don’t know where something is, they take you to
the place.
•
Value for money.
•
Basic choice of food.
•
Electrical range.
•
Hours of opening.
•
Offered
replacement
goods
when
faulty
–
microwave
exchanged with no questions asked.
•
Disabled parking.
•
Good for ‘basics’.
•
The
offers
and
promotions
are
very
attractive
and
great value.
•
Carrier bags have improved since customers complained
about the quality.
•
Car parking is easy.
The negatives
•
Younger
customers
staff
–
members
spend
do
more
not
always
time
acknowledge
chatting
amongst
themselves at the checkout.
•
No help offered when packing.
•
Bags at fruit and vegetable counters difficult to tear
off.
•
When I took back a chicken that had gone off, I had to
speak to the manager before this could be replaced –
had the feeling he did not believe me.
•
Quality of fruit and vegetables inconsistent – often
appear ‘tired’.
•
Only two tills open on the checkouts at lunchtime –
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busy period. Lady on customer service desk did not
come to help.
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Range of food could be more extensive.
•
Advertised special offers are not always available.
•
Limited range of bread and not always available after
5.30.
•
Trolleys are ‘wonky’ and get left throughout the car
park.
•
Complained to member of staff that own brand tea bags
had got smaller – told to write to head office – not
satisfied with the letter got in reply.
•
Cash point ill-lit at night – can be off-putting as
car park frequented by youths and used for skateboarding.
•
Some of the checkout operators are very slow, others
whiz your goods down the checkout so quickly that they
get squashed at the end.
•
Don’t like having a young checkout operator shout to a
colleague to sanction the sale of alcohol. Feel that
other
customers
turn
and
look
at
the
customer
concerned.
•
Get rather confused when the layout of the products in
the store is changed; understand why this is necessary
but it is nevertheless confusing.
•
If bags are being packed by an employee, often find
cleaning chemicals next to fresh food in my shopping
bag.
•
At Nextdays food store in the neighbouring town they
always
use
the
name
off
my
credit
card
when
acknowledging me – I feel they know me – this does not
happen at Bourne Supermarket.
•
In the mother and child spaces on the car park you
often find single customers using the spaces so they
can just nip in to the store.
•
Would like a café, as with the store in Edingville.
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TOOL 5.3: HANDOUT 2
•
TOOL 5.3: HANDOUT 3
IT Department case study
You represent the management team of the IT department. The
department
provides
IT
services
to
trading
units
and
support departments within the Support Centre. Your staff
is divided into two teams: two help-desk staff who log
calls and project manage the work and seven IT consultants
who
undertake
the
work
required.
You
are
a
very
busy
department.
You have recently undertaken the first internal customer
focus
group.
representatives
Participants
from
support
consisted
of
departments
managers
who
use
and
your
services. Attached is a copy of the main findings.
Based on the customer feedback, your task is to develop at
least four service standards for different aspects of the
business to better meet customer expectations.
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IT Department: summary of internal customer
feedback
•
When I get through to staff, they are friendly on the
phone.
•
Technically very knowledgeable.
•
Supportive when there is a problem.
•
Helpful.
•
Good knowledge of systems and software.
•
Take time to explain what they are doing.
•
Respond quickly to simple requests over the phone such
as forgotten password.
•
IT consultants turn up quickly to fix other support
departments’ IT problems.
•
Can occasionally hijack an IT consultant as they are
walking by your
office and they will help if
the
problem is straightforward.
•
Always seem to be the same faces in the IT Department
– it’s nice to see the same people around all the
time.
The negatives
•
Phone rings and rings – I have to try at least several
times before I get through.
•
Phone often on voicemail.
•
Do not tell you when they will send someone out to fix
the problem.
•
IT consultants arrive unannounced – forget that we
need the system to serve customers – often go away
without fixing the problem and do not tell you when
they will return.
•
Little awareness of what it’s like to work at the
sharp end.
•
Can’t get hold of support after hours or at weekends.
•
Do not always complete the job when they arrive – have
to make another call to request another visit.
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TOOL 5.3: HANDOUT 3
The positives
•
Have had to wait over three months for new equipment
and not told when this would arrive.
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•
Don’t
check
up
that
you
are
happy
with
the
TOOL 5.3: HANDOUT 3
solution.
•
No follow up at all.
•
Use far too much jargon when dealing with me – I am
not a techy!!
•
Senior people in our organisation seem to get their
problems dealt with quicker than me.
•
I would really like a reference manual by my desk that
would
allow
me
to
look
for
help
myself
–
maybe
something that was like a troubleshooting manual – it
would mean that I could sort things out for myself and
not rely on the service of IT.
•
If
I
have
a
problem
that
recurs
I
might
see
a
different IT consultant who does not appear to know
the history of my problem.
•
They always call to solve the
problem when it is
inconvenient – I might be in a meeting or on the
phone.
•
Never know where you are in the queue of calls that
they are dealing with – am I next or are there 50
other people to deal with before me.
•
Don’t know who does what – are there some of the IT
consultants who have different skills from others?
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