Continuous Process Improvement

Continuous Process Improvement Matthew Rees Business Transformation Manager July 2006

A process takes an input from a customer (or supplier) and produces an output for a customer

Input

Process

Inputs from customers can be service requests, complaints or requests for information Inputs from suppliers include planning applications where the customer is the decision maker, e.g. PAC 2 Continuous Process Improvement - 24 June 2009

Output

Outputs can be services, e.g. a repaired pavement, or information, e.g. library opening times

If improvement is restricted to just the process this does not deliver sustained improvement

Input

Process

Output

Changing the process can deliver improvements but is limited in scope to the organisation’s perspective, e.g. it does not take account of the customers’ views

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Giving feedback on the inputs enables the suppliers to improve their quality (as we judge it)

Input

Give feedback on the inputs

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Process

Output

Requesting feedback on the outputs allows us to continually meet customer needs

Input

Give feedback on the inputs

Process

Output

Request feedback on the outputs

Use the feedback to improve the outputs 5 Continuous Process Improvement - 24 June 2009

Identifying ways to reduce the inputs where these add little value, e.g. enquiries, reduces costs

Input

Give feedback on the inputs

Identify ways to reduce the inputs 6 Continuous Process Improvement - 24 June 2009

Process

Output

Request feedback on the outputs

Use the feedback to improve the outputs

These three additional processes ensure that we continually maintain quality and minimise costs

Input

Give feedback on the inputs

Identify ways to reduce the inputs 7 Continuous Process Improvement - 24 June 2009

Process

Output

Request feedback on the outputs

Use the feedback to improve the outputs

This is how it could work with Members’ Enquiries • Let members know when their enquires are unclear or ambiguous • Include a feedback slip on response letters and/or run periodic workshops with members to establish what improvements need to be made to our responses and then include these improvements in a revised Members Enquiries process • Analyse members enquiries to see if some can be removed by making more (or better) information available to members via reports and/or the internet

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This is how it could work with Planning Applications • The validations process already gives applicants feedback when applications are incomplete etc. • The new pre-applications process will give improved feedback to applicants prior to the submission of the formal application • Refer to the presiding officer’s notes and/or run periodic workshops with members to establish what improvements need to be made to our reports and then include these improvements in the updated Planning Applications process • Analyse customer enquiries to see if some can be removed by making more (or better) information available via leaflets and/or the internet 9 Continuous Process Improvement - 24 June 2009