How do you align your business process improvement goals with your customer needs?

Measuring satisfaction, loyalty and retention … Measuring satisfaction not only includes how likely a customer would recommend your product or service (Net Promoter Score) but also the following metrics are insightful about a client’s satisfaction which is directly linked to their experience with your product or service: - Lead Time (Turnaround Time) overall - Cycle Time (Work Time) per step (interaction) - Quality (How close or far were you to meeting the client’s expectations at each interaction and overall) @Matt Rebeiro - Challenge the Status Quo #bpi #lss #nps #metrics #measurements

Within your company there are many steps/variables that impact delivery. All of those exist in the Customer too. Getting your team to understand WHY in both is critical. Your team must reach consensus to allow you to move forward internally and then go to the Customer. This is the most critical step. Much dirty linen may be found, it is best you define it.

The key word here is 'measure'. If you can baseline your levels of customer satisfaction and retention in current state, you will be more likely to set achievable and measurable goals when mapping your customer journey.

Customers should have a consistent experience with your organization. Your interactions and products should be designed to enhance that journey. For each process improvement effort, ensure the Voice of the Customer is represented. Someone should advocate for the known needs of key customers and stakeholders.

To align business process improvement goals with customer needs firstly you need to identify your goals and objectives and be clear and aware of the business and customer statement of direction; the following main point should be taken in your approach: 1.Customer Journey Mapping: Understand customer interactions to identify pain points. 2.Voice of Customer (VOC) Analysis: Gather feedback to prioritize improvement areas. 3.Lean Six Sigma: Use methodologies like DMAIC to streamline processes based on customer requirements. 4.Continuous Improvement: Regularly solicit and incorporate customer feedback to adapt processes accordingly. Thanks

A value proposition is the cornerstone of aligning your BPI goals with customer needs. By clearly defining and communicating this unique benefit, you not only differentiate yourself from competitors but also build stronger customer loyalty. ?? Use your value proposition as a compass to ensure your BPI efforts are laser-focused on enhancing processes that deliver maximum value to your customers. This strategic alignment will drive both customer satisfaction and business success! ??

There's danger here! Though this idea about value propositions is sound the way you express it matters even more. Here's the thing: your potential customer doesn't care about the features of your BPI solution; they care about the outcomes for their business your solution can help them achieve. The danger is that you'll write web, social, marketing, and sales content that is all about you. Remember that when writing your value proposition statements you should write *to* your customer rather than writing *about* yourself.

In my experience, it not only helps your customers when you spell out what value you are bringing to them and what sets you apart from the competition, but it also helps your team to remind them what they are doing at work every day. You're helping make someone's life better by bringing this particular value .. and this is how you deliver it and this is why you exist. Once everyone is on the same page with WHY you do what you do and how, it is easier to have the conversation about what can be improved.

Having your understandings, the on time and quality info and issues the same discussions can be started within the Customer. Purchasing, engineering, quality, change management, project management, sales and others. In most construction projects all these are functions, including Info Systems are involved. Again getting the key people involved at the working level is key. Too many senior people only want "it on time" when we ordered it. Even if what and when may have changed several times. The issues need to rise, worked, and improvements implemented. Team consensus builds along the way. Partnership?

A strong value proposition forms the crux of business strategy by codifying the specific customer problems being uniquely solved. First identify key target customer segments and their needs. Gather data through research, interviews and ethnography to pinpoint "jobs-to-be-done" or outcomes sought. Reflect these back in messaging to validate product-market fit. Outline the differentiated combinations of features, services and experiences being offered to deliver those outcomes. Support with evidence of superior value over substitutes on attributes most important to customers. Quantify through metrics conveying excellence on dimensions like cost, quality and speed.

Before asking for customer input, business leadership needs to have acknowledged the need for being thick-skinned, open-minded and committed to evaluating and adopting insights from the input. Business leaders must know WHY they are asking and HOW they will integrate the insights. Blindly acting on customer feedback tosses a monkey wrench into the works. Asking for customer feedback as a pro forma action is just as detrimental as blind adoption.

Above all else, ensure processes are designed with the customer in mind and build from the outside in to reduce customer effort.

We should look to "Tropicana" - the orange juice brand - on what not to do. Years ago, Tropicana decided to change the look of their OJ cartons without seeking feedback from their customers. By not seeking their customer's feedback Tropicana lost millions of dollars in revenue. How? Welp, we are visual creatures, so when their loyal customers did not see a white carton with an orange on it they purchased another brand believing the store was out of Tropicana. Additionally, Tropicana shared that they received thousands of letter from customers who were displeased with the new design. The story may not involve a process per se; however, it is one that had a negative impact by not involving the customers.

It is a journey, not a one time event. Earlier involvement, standing sub teams, change manangement system links and more. From 5 year plans, alliances, etc.. The steps listed are good. Getting There, meaning a mutually successful relationship based the VMV's of both is underway.

I remember consulting with a hospital that was undergoing construction to include changing the layout of certain areas of the hospital and making enhancements throughout. To help guide them in their "customers" needs, leadership held focus groups to ask their patients how would they like to see the layout of the hospital improve and what changes could be made. Some valuable insight was that the hospital signage was not very clear i navigating them from part of the hospital to another and that the font on the signage could be larger. by involving their customers, the hospital was able to make meaningful improvements.

Already discussed. All companies are on their own journey, using tools and processes of their chosing. Always be ready to learn from and share with others.

Start with analyzing the Voice of the Customer (VOC) Matrix. Also there are many processes that bear low hanging fruit so let's analyze and begin optimizing outdated processes. The updating often requires various Lean tools that can retrieve $$ Savings both in resources and labor. I some instances the lean facilitation, tools through Value Stream Analysis Mapping may also save capital tooling dollars and or eliminate tooling redundancies. Any time tooling is removed from the factory floor there is Space savings, and the tooling is replaced using a more accurate process such as digital analysis footprint. Having improved factory processes for over 30 years the savings from implementing Lean Engineering tools can be amazing.

BPI methodologies like Lean Six Sigma equip organizations with toolkits to develop customer-focused process excellence capabilities. Techniques like VOC (voice of customer) and journey mapping uncover unmet needs and breakdowns frustrating for customers. Process analyses then diagnose root causes behind deficiencies like cycle time delays, quality issues and cost overruns. Methodical approaches identify and prioritize process pain points directly linked to poor customer experiences. Cross-functional process redesign sessions develop solutions for smoother flows and waste reduction. Quantifiable metrics like reduced response times, higher first-call resolution and lower churn stay centered on customer benefits.

Using BPI methodologies helps you align improvements with customer needs more effectively. Apply methods like Lean, Six Sigma, or Agile to streamline processes, reduce errors, and adapt quickly. These approaches ensure your changes are data-driven and focused on delivering better value to your customers.

Motivating and empowering your employees to deliver value to your customers is so important. Tieing your employees' hands with bureaucracy and politics is not healthy for business culture. The employees that are closest to the customer usually have the best solutions. Ensure they have the room to innovate and solve customer problems and not only will you have happy customers but you will likely have more satisfied employees as well.

Agree. The process of learning is a simple, but very complex, life. Many times you may look at something and say...... Got ya? I have seen 30 year old manual lathes holding 6 sigma tolerances (with young operators) our brand new CNCs were struggling with. So there is always something to learn.

As you are targeting where to apply the BPI efforts, use Value Stream Mapping with a strong emphasis on VALUE TO THE CUSTOMER.

Aligning your culture and strategy with your business process improvement goals is key. Make sure your company’s values and mission support the changes you’re making and that your team is on board with the new direction. This alignment helps drive consistent improvements and ensures everyone is working towards enhancing customer satisfaction.

?????????? ???? ???????????????? (??????) is an effective tool to identify the stated and unstated needs /requirements of the customer about a product/service and use the insights for Business Process Improvement Projects. VOC can be captured by using the following approach a) ???????????????? ???????????????? ---> To Understand Scope (Customer Complaint & warranty data, etc) b) ???????????????? ???????????????????? ---> To understand customer issues and needs c) ?????????? ???????????? ----> Test hypothesis d) ???????????? ?????????????? ---> Confirm predictions By using VOC, organizations have many benefits, and some of the important ones are, a) Improve Customer Retention b) Improve Customer Satisfaction c) Increased Business Revenue

Creating a shared vision, mission, and values that align with customer needs and expectations is crucial for success. This promotes innovation, collaboration, and continuous improvement within your organisation. It motivates and empowers your employees to provide value to customers and achieve your goals.

Additional Considerations : ?? Innovation: Encourage a culture of innovation, empowering team members to propose new ideas and solutions for enhancing customer satisfaction. ?? Set SMART goals: Establish Specific, Measurable, Achievable, Relevant, and Time-bound goals that directly address customer needs. ?? Industry trends: Stay informed about industry developments and emerging customer preferences, adapting processes accordingly. ?? Measure success: Track key performance indicators (KPIs) to evaluate the impact of process improvements on customer satisfaction. ?? Internal alignment: Ensure all team members understand the importance of customer-centric process improvements and their role in achieving them.

Get AI to include how the people will reach agreement (my term is consensus -meaning willingness to support moving forward to do it). Getting There means you have the support of the Team we are talking about, all of them, to drive/fly to go DO IT.

Establish KPIs (key performance indicator metrics) which reflect customer values AND continue to use these in the Control phase after the project has completed.