Checkout Till

Finding a balance between the needs of the organisation and the needs of the customer

Posted Posted in Articles, Methodology, Service Redesign, Strategy

Some companies are immature in their approach to customer relationship management (CRM), but at the heart is a desire to get something for free. And that’s wrong. The scenario You look around a shop, you pick something up, take it to the checkout, wait in a queue. You notice that the queue is moving slowly, despite most customer only having a handful of items and then paying with credit card. Maybe the link to the credit card authoriser is a bit flakey today? It’s your turn at the checkout. Once the greeting and the small talk is out of the way, the dreaded question is delivered by the sales assistant “Can I have your email address please?” or some variant on that request for your email. This may be followed with “can I take your postcode?” or “do you already […]

Car Park

Lack of Design Thinking in Supermarket Car Parks

Posted Posted in Articles, Methodology, Problem Solving

I’m convinced that there’s no thought to place of people in the design of most supermarket car parks. Poor Design I’ve just been to a great example of poor design. When driving in, you turn off the main road to a roundabout. At this roundabout, you turn right, away from the store, to the main car park. You can turn left, towards the store, to the disabled and parent+child spaces. There is no path between the main car park and the store. So at the roundabout, we also have people walking from their car to the store and back from the store, laden with shopping, to their cars. All those people also have to walk through the disabled and parent+child car park. Even in that car, the only two differences are that the spaces are wider and closer to the […]

Fundamentals of Process Mapping – Introducing Subprocesses Part 4

Posted Posted in Articles

From what we have seen so far, we’d have 3 separate, but related process models. One for each of the following: Buy a Book Choose a Book Pay for Book Numbering the processes Some of that was getting difficult to describe. The fact that Pay for Book is a process step in one diagram and a whole process was causing some difficulties in describing the relationship. I’d recommend reading through it again, slower this time, checking that you are certain which process step is being to referred to at each point. Some standards help understanding by providing a key to each process step. The most common method is to assign a unique number to each process. The benefit of this is that you can define the process once (e.g. say we define “check stock level”) and then we can use it elsewhere […]

What’s in a process?

Posted Posted in Articles

I’ve had a view for a number of years now that a process cannot be described with just a process map. Well, not in its entirety. A standard process map usually consists of rectangular boxes linked with arrows. Better process maps have some variety in the size and shape of boxes representing the variety of actions and decisions that occur at the process steps. When good, these process maps conform to BPMN, UML (Activity Diagrams) or other similar standards. When bad, there can be missing outcomes from decision points, missing references to other processes or references to missing processes and so on, the list goes on. How Deep? However, no matter how good the process map, they cannot completely describe the process. Take the instance of capturing an AS-IS process, perhaps during the check phase of lean systems. A process map would only give […]

Yorkminster

Service Redesign

Posted Posted in Service Redesign

Are you designing a service or transforming an existing service? For redesign, we help organisations to reform teams more logically and change the way that they work resulting in more efficient processes. This is more structured and more logical than older BPR (Business Process Redesign) concepts as we’re heavily influenced by Lean but in a service environment. At the smaller end of the scale, there are service improvement engagements and delivering strategies and methods for continual improvement. We can’t implement the continual improvement for you; that has to come from within your own organisation, but we can be there with you on your journey. For new services, we assist organisations in developing their new operating models. At this level, it’s not the strategic target operating model, it’s a more tactical design that has to be workable in a live situation with […]