Transcript The Strategic COPIS Model – detailed

SIPOC Approach
v/s COPIS
Traditional SIPOC
Traditional “inside-out” SIPOC Approach
Supplier
Input
Process
Output
Customer
“Outside-In COPIS Approach
Customer
Output
Process
Illustration 1 : SIPOC v/s COPIS
Input
Supplier
The Strategic COPIS model
CUSTOMER SATISFACTION
CUSTOMER REQUIREMENTS
Customer
Experience Point
Output required
by Customer
Voice of Customer /
Customer
Satisfaction (CSAT)
Measure(s)
Data source
for Measure
Frequency of
Measurement
"Verbatim"
feedback /
customer-voice
related to this
Process
- INTERNAL MEASURES Related
Internal
Measure
(s) / CTQs
Definition of
"Defect"
INPUTS
LEGEND
Inputs Required
from other
Functions /
Departments
Data
source for
Defect
Definition of
"Opportunity
for Defect"
Data
source for
"Opportun
ity for
Defect"
SUPPLIERS
Internal and External
Supplier(s) (Cross
Functional
Dependencies)
Yellow zone represents Voice of Customers &
measures related to Product or Service
Quality as experienced by Customers
- PROCESS Sigma
Level
Frequency of
Internal Measurement
Audit check
point(s)
Process Owner
COMPETITIVE EDGE
AUDIT
In-process or
Input Measure(s)
(Internal Service
Level
Agreements
required)
Process(es)
that will deliver
these output(s)
Opportunities for
Customer Delight
Blue zone represents Voice of the
Process & Internal / Process Quality
related measures
Opportunities for
differentiation against
Competition
Delight Zone – opportunities for delivering
superior Quality that exceed Customer
expectations
Illustration 2 : The Strategic COPIS Model - summary
Strategic COPIS – detailed template with illustrations
CUSTOMER SATISFACTION
MANUFACTURING
EXAMPLE
SERVICE
EXAMPLE
TEMPLATE
CUSTOMER REQUIREMENTS
Customer
Experience Point
e.g. “Mutual Fund
Redemption by
Investor”
Output required
by Customer
1. On-time payment
2. Accurate amount
Voice of Customer /
Customer
Satisfaction (CSAT)
Measure(s)
1. CSAT score or
no. of complaints
on “Redemption
timeliness"
Data source
for
Measurement
Frequency of
Measurement
Continuous /
Surveys,
Monthly
Complaints data,
Mystery Customer
e.g. “I got my redemption
payment late …"
2. CSAT score CSAT
score or no. of
complaints on
“Redemption
accuracy"
e.g. “Car-battery
Purchase by
Customer”
1. Trouble-free working for
minimum 3 years
2. Prompt & hassle-free warranty
service
1. CSAT score
CSAT score or no.
of complaints on
“Battery quality"
2. C-SAT score
CSAT score or no.
of complaints on
“Warranty service
quality"
"Verbatim"
feedback /
customer-voice
related to this
Process
Continuous /
Monthly
Surveys,
Complaints data,
Mystery Customer
e.g. “I was promised hassle-free
warranty service at the time of
purchase, but now the dealer has
made me make 4 trips … service
is poor …"
Illustration 3 (Part 1) : The Strategic COPIS Model – detailed
Strategic COPIS – detailed template with illustrations (contd.)
PROCESS
MANUFACTURING
EXAMPLE
SERVICE
EXAMPLE
TEMPLATE
- INTERNAL MEASURES Related
Internal
Measure
(s) /
1
CTQs
Definition of
"Defect"
% of all
redemption
requests where
payment was
delayed
Data
source for
Defect
Each redemption
request that is NOT
processed within …
hrs.
Definition of
"Opportunity
for Defect"
Data
source for
"Opportun
ity for
Defect"
Each redemption
request
% of all batteries made
last month that had a
defect
% of all warranty
service requests that
were NOT completed on
time
Sigma
2
Level
Frequency of
Internal
Measurement
Measurement
Redemption
continuous;
Process
Reporting Monthly
Measurement
continuous;
Reporting Monthly
Each warranty
Each warranty service
service request
request that is NOT
completed within … hrs.
Process(es)
that will deliver
these output(s)
Manufacturing
process
Warranty service
Process
1
Process Owner
Function /
Department
Head
responsible for
redemption
Function /
Department
Head
responsible for
manufacturing
Function /
Department
Head
responsible for
warranty
service
CTQ means “Critical to Quality” performance measures such as the examples shown above
Sigma Levels may be calculated by organizations implementing a Six Sigma quality initiative. This calculation is based on
“Defects per million opportunities”. However, the Strategic COPIS model can be implemented even without this measurement. The
“Sigma Level” column is mentioned in this template only as a matter of detail, and may be ignored by organizations where sigma
levels are not calculated.
2
Illustration 3 (Part 2) : The Strategic COPIS Model – detailed
MANUFACTURING
EXAMPLE
SERVICE
EXAMPLE
TEMPLATE
Strategic COPIS – detailed template with illustrations (contd.)
SUPPLIERS
INPUTS
Inputs Required
from other
Functions /
Departments
e.g. Timely
logging of
redemption
requests by
Branch offices
/ Distributors
e.g. Timely
availability of
service spares
inventory with
service
locations /
franchisees /
dealers
Internal and External
Supplier(s) (Cross
Functional
1
Dependencies)
Branches /
Distributors
In-process or
Input Measure(s)
(Internal Service
Level
Agreements
required)
AUDIT
Audit check
point(s)
COMPETITIVE EDGE
Opportunities for
Customer Delight
Opportunities for
differentiation against
Competition
% redemption
applications not right
the first time
% redemption
requests received
after cut-off time
Stores / Service
department
% stock-outs
1
Cross functional dependencies are dependencies between two or more functions or departments within a company –
e.g. between Sales and Operations. These are made clear by the examples mentioned under the column titled “Inputs”
Illustration 3 (Part 3) : The Strategic COPIS Model – detailed
How
to use the strategic
COPIS
template & what are the outputs ?
Traditional
SIPOC
Approach
1. The application of strategic COPIS is best done through a facilitated workshop attended by the business head (CEO) and
senior leaders of a business. Senior managers leading areas that impact customers must definitely participate. During the
workshop, they must all put themselves in the customer’s shoes and pretend that they are the customer (this is often easier
said than done, but it is critical for the business and the most important part of the whole exercise)
2. Start by completing (as a team), the first column of the template “Customer experience points”. List down in this column, all
key “touch-points” where your customers experience your business, its products or services. Typical experience points for
customers could be the initial purchase-experience, ongoing service interactions, contacting your customer-service, online
transactions, and so on
3. Once all common experience points are listed, take one experience-point at a time & go all the way to the right of the template,
one column at a time. The facilitator should moderate the discussion & help fill the template for each experience point
4. Once the exercise is complete for customers who pay for the business’ product or service, it can be repeated for other
stakeholders in the business such as distributors, shareholders, employees or other internal customers, regulators, etc.
5. The output of the strategic COPIS workshop is the complete “master-list” of processes that the business needs to have and
performance measures related to each process. The performance measures will be at three levels – voice-of-customer,
process related output measures and in-process measures
6. Before proceeding further, validate the outputs or findings of the workshop with real customers (maybe a sample of
customers). This will help ensure that what we think is important for customers is actually so
7. You now have the answers to two strategic questions “What business processes do we need ?” and “What to measure ?”. This
is followed by detailed documentation / mapping and implementation on the ground of the processes thus identified. Actual
adherence to each process is measured through process-compliance audits. These processes are also the foundation for
continual improvement in future
8. Put in place the measurements identified through COPIS. The CEO and their leadership team must regularly review the actual
performance trend on these measures. Often, the workshop throws up a large number of measures – the CEO may decide
which are the top-priority (vital few) measures that they will personally review, while more detailed measures pertaining to
each process must be monitored & reviewed by respective process-owners
9. Strategic COPIS can be applied with significant business benefit by new businesses at their inception-stage or by existing
businesses. For existing businesses, the COPIS workshop output must be used to validate their existing processes and
performance measures
Illustration 4 : Step by step guide on how to use the Strategic COPIS template