Process outcomes vs outputs
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The document discusses the distinction between processes, outputs, and outcomes in the context of customer satisfaction, emphasizing that processes should be designed to add value and achieve desired outcomes for customers and stakeholders. It outlines the importance of measuring these outcomes and understanding the relationships between processes and their impacts. Additionally, it highlights the need for organizations to identify and prioritize key processes to align with strategic objectives and drive improvement.
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Process outcomes vs outputs
- 1. Process Outputs vs. Outcomes Does it matter and... Who gives a ****? © 2011 Copyright ISC Ltd.
- 2. It’s very clear to me... There is no process that produces Customer Satisfaction as an Output However… There are (many) processes that deliver Outputs that have an impact on whether, or not, Customers are satisfied © 2011 Copyright ISC Ltd.
- 3. What is a Process? A process is an activity, or series of activities, that converts an input, to an output, by doing work. Processes only exist to add value, achieve outcomes and meet the requirements of customers (and stakeholders) Purpose: Customer Outcome © 2011 Copyright ISC Ltd. INPUT OUTPUT PROCESS
- 4. An example What’s wrong with this? Input Process Output © 2011 Copyright ISC Ltd. Dissatisfied Customer Satisfied Customer Resolve Complaints
- 5. Have you got it? Input = Process Output = A Complaint An Apology, A Complaint Report Actually = An Outcome of a previous process Actually = An Outcome of a well- handled complaint © 2011 Copyright ISC Ltd. Dissatisfied Customer Satisfied Customer Resolve Complaints
- 6. Basic Principles Outcomes are about “Desired Performance” Outcomes can therefore have “Measurements” associated with them (e.g. Corporate-level Indicators) Processes deliver “Outputs” (to “Customers”) The Quality, Timeliness and Quantity of Outputs contribute to Outcomes The Quality, Timeliness and Performance of Processes contribute to Outcomes There may be “one-to-many” or “many-to-one” relationships between Processes and Outcomes © 2011 Copyright ISC Ltd.
- 7. Processes, Outputs, Outcomes Customer & External Facing Processes Output Output Output Outcome Outcome Outcome Process Level (Measured by Process KPIs) Organisation Level (Measured by Corporate Headline Indicators) Customers receive outputs © 2011 Copyright ISC Ltd. Outcome
- 8. Processes, Outputs, Outcomes Customer & External Facing Processes Widget Invoice Brochure RFT Widget On-time Invoice Correct Addressee Process Level (RFT, OTIFA etc.) Organisation Level (Customer Sat.) Customers receive outputs © 2011 Copyright ISC Ltd. Happy Customers
- 9. Improvement Approach - Control - Impact - Influence - Resource © 2011 Copyright ISC Ltd. Define the Desired Outcome Define the Measurements associated with the Outcome Identify the Processes that contribute to those Outcomes Define the Process Outputs Identify the Process Owners Prioritise the Processes Improve the Processes Measure the Process & Outcome(s) Compare with the desired Outcome Assess “As Is” Process situation
- 10. Organisation Outcomes: examples Crime Reduced & Community Safety Improved Employment & Prosperity for all (from a vibrant local economy) Lifelong Learning & Personal Development Promoted Health & Welfare Promoted Improved Environment Improved Access to Services Motivated/Satisfied Staff Loyal Customers Profitable & Cash-positive © 2011 Copyright ISC Ltd.
- 11. Reasons why it matters Organisations need to …. Identify their key processes Know whether/how key processes contribute to achieving the Corporate Strategic Objectives (expressed as outcomes) Identify owners for each of the key processes Ensure clarity and ownership within the organisation in order to drive process and performance improvement © 2011 Copyright ISC Ltd.
- 12. © Copyright Improvement Skills Consulting Ltd. (September 2011) E: [email_address] M: 07850 728506 W: www.improvement-skills.co.uk T: @ianjseath © 2011 Copyright ISC Ltd.
Editor's Notes
- #8: Stage 1: Identify Processes Before beginning to identify processes it is helpful to agree a naming convention for all processes. Our recommendation is that processes should be named using a combination of a Verb and a Noun. For example: Recruit Staff Deliver Product Produce Business Plan Develop New Products In this way, it is easy to understand what the activity is and what it delivers. One useful way of classifying processes is to divide them into: Customer/Market-facing processes (those which take inputs from, or deliver outputs to, external customers or the wider marketplace) Support/Enabling processes (those which deliver outputs to internal customers and therefore support the external-facing processes)
- #9: Stage 1: Identify Processes Before beginning to identify processes it is helpful to agree a naming convention for all processes. Our recommendation is that processes should be named using a combination of a Verb and a Noun. For example: Recruit Staff Deliver Product Produce Business Plan Develop New Products In this way, it is easy to understand what the activity is and what it delivers. One useful way of classifying processes is to divide them into: Customer/Market-facing processes (those which take inputs from, or deliver outputs to, external customers or the wider marketplace) Support/Enabling processes (those which deliver outputs to internal customers and therefore support the external-facing processes)