BPM for the Beginner:Deploying the APQC ProcessDeploying the APQC Process Classification Framework

Pitney BowesMaureen Gervais

About Pitney BowesyPitney Bowes is a mailstream technology company that helps organizations manage the flow of information, mail, documents, and packages

• $5.6 billion in revenue with an A credit rating• 3,000 active patents and $1.4 billion in R&D over the

last decade• 2 million customers• 33 000 hi hl kill d l ld id• 33,000 highly skilled employees worldwide• Business Ethics Magazine named Pitney Bowes to its

list of "100 Best Corporate Citizens" for the 9th year in a p yrow

November 2, 2010 2

Deploying the APQC Process Classification FrameworkProcess Classification Framework

Share Your Ideas About The JourneyShare Your Ideas About The Journey

The journey will be more enjoyable if you j y j y yhave the right people joining you at the ‘right’ time

You may gain sponsors and teammates You may gain sponsors and teammates that you hadn’t considered

You may identify other similar journeys that are occurring within your organization or leverage the experience of others

November 2, 2010 4

Why Is This Journey Happening?Why Is This Journey Happening?

Articulate the reasonsArticulate the reasons Goals ObjectivesObjectives

November 2, 2010 5

Planning Your JourneyPlanning Your Journey

Questions to consideration:Q Who is accompanying you? Where do you begin? What’s your destination? How do you get there?

? When is the journey occurring? What if you get lost or encounter a problem?

November 2, 2010 6

Who Is Accompanying You?Understand their roles and responsibilities during the journey

Stakeholders TeammatesStakeholders Identify Understand Requirements

Teammates Engage Empowerq

Communicate Leverage

p Enlighten

What’s in it for them?

November 2, 2010 7

Where Do You Begin?Where Do You Begin?When embarking upon a journey, it is best to know where you’re starting from so you can betterwhere you re starting from, so you can better determine where you want to go….

Know your organizational strengths and weaknesses as related to: Process maturity Process maturity Metrics DashboardsDashboards Customer Experience

November 2, 2010 8

What’s Your Destination? Keep a journal for what is learned during the unplanned stops

Business P

Benchmarks & Metrics

Globally deployed, best practice processes, that

enhance performance

Performance benchmarks to measure againstProcess

ManagementMetricsenhance performance

of business functionsmeasure against & drive efficiencies across our business.

Process

Enterprise PMOStandardized vision

of organizational Channels to execute

Classification Framework

Dashboard & Reporting

Enterprise PMO & Six Sigma

House of Quality

of organizational performance &

effectiveness

Channels to execute on improvement opportunities

November 2, 2010 9

How Do You Get There?How Do You Get There?

Governance Change Control Risk Management Business Integration Change Management

S Stakeholder Management

November 2, 2010 10

When Is The Journey Occurring?When Is The Journey Occurring?

Set realistic timelinesSet realistic timelines

November 2, 2010 11

What If You get Lost Or Encounter A P bl ?Problem?

Being “Lost” – it’s not alwaysa bad thing

“Problem”: being assigned tocollect live data to determineprocess improvements fora bad thing process improvements forcrowd entry at the Superbowl

November 2, 2010 12

Benefits from Deploying the Process Classification FrameworkProcess Classification Framework

Process BenefitsProcess Benefits

Process Standardization Identification of Inputs/Outputs & Impacts Standardization of related documents ONE document repository (yes this can be achieved)

November 2, 2010 14

Other BenefitsOther Benefits

Gap identificationp Business continuity Increased cost savings Business/IT collaboration Quick glance at enterprise structure

C f Component for enterprise architecture

November 2, 2010 15

Process, Policy, & KPI Alignment& KPI Alignment

Defining KPIs to Measure Process Health PROCESS CATEGORY5.0 Manage Customer Service/Support

PROCESS GROUP

5.2 Plan & Manage Customer Service/Support operations

PROCESS

5.2.2 Manage customer Service/Support operations requests/inquiries/complaints

Activity

5.2.2.3 Respond to customer requests/inquiries

Process health is measured via KPIs at the Process level

5.2.2 KPIs•First Contact Resolution•SRs / Rep / Day

November 2, 2010 17

•MTTR•…

Aligning Policies to ProcessesPROCESS 5.2.2 Manage Customer Service/Support operations requests/inquiries/complaints

P ro c e s s N u m b e r P o lic y

N u m b e rP o lic y S ta te m e n t

C u s to m e r C a re a g e n ts w ill b e g iv e n a u th o rity to m a k e d e c is io n s , e x e c u te

5 .2 .2 1 1 .4 .1

tra n s a c tio n s , o r ro u te in q u ir ie s to re le v a n t re s o u rc e s b a s e d o n le v e ls o f e x p e rie n c e , c a s e a s s ig n m e n t ru le s , a n d a c c o u n ta b le o rg a n iz a tio n a u th o riz a tio n s .

It is P itn e y B o w e s p o lic y th a t C u s to m e r C a re w ill ro u te liv e tra n s a c tio n s b a s e d o n a g e n t a b ility to e n s u re e ff ic ie n t o p e ra tio n s a n d e n h a n c e d

5 .2 .2 1 1 .4 .3

c u s to m e r e x p e rie n c e . T ra n s a c tio n s w ill b e id e n tif ie d o n e a c h c o m m u n ic a tio n c h a n n e l (th e IV R , w e b ) b e fo re ro u tin g to liv e a g e n ts .

It is P itn e y B o w e s p o lic y to re s o lv e c u s to m e r is s u e s a t th e p o in t o f c o n ta c t w h e re p o s s ib le . W h e n fo llo w u p c o m m u n ic a tio n s a re re q u ire d , th e y w ill b e d riv e n b y a c lo s e d -lo o p c a s e m a n a g e m e n t s y s te m . C u s to m e r C a re p ro c e s s e s a n d te c h n o lo g y w ill a u to m a te d o w n s tre a m / b a c k o ff ic e

5 .2 .2 1 1 .4 .4p ro c e s s in g .

5 .2 .2 1 2 .1 9 .5

T h e S e rv ic e C a s e O w n e r (m a y b e a p e rs o n , e q u ip m e n t o r w e b ) w ill d o c u m e n t th e f in a l C a s e s o lu tio n d e ta il b e fo re c lo s in g th e C a s e in th e c a s e m a n a g e m e n t s y s te m . A ll s e rv ic e c a s e d a ta w ill b e a v a ila b le to th e k n o w le d g e b a s e .

T h t ill i d f i t i i l d i t i t d

5 .2 .2 1 2 .2 .5

T h e c u s to m e r w ill re c e iv e o rd e r c o n firm a tio n , in c lu d in g a n e s tim a te d d e liv e ry d a te , fro m th e w e b . T h e c u s to m e r c a n v ie w s u b s e q u e n t o rd e r u p d a te s th ro u g h th e w e b .

5 .2 .2 1 2 .6 .4

P itn e y B o w e s w ill p ro v id e b a s ic s e lf h e lp s u p p o rt, e .g . F A Q s , d ia g n o s tic s , m a n u a ls , th ro u g h th e w e b c h a n n e l fo r a ll p ro d u c ts .

T h e S e rv ic e M a n a g e m e n t s y s te m w ill p r io rit iz e re s p o n s e s to c a s e s b a s e d

November 2, 2010 18

5 .2 .2 1 2 .1 1 .3

T h e S e rv ic e M a n a g e m e n t s y s te m w ill p r io rit iz e re s p o n s e s to c a s e s b a s e d o n th e c u s to m e rs e n tit le m e n t a s d e fin e d b y s e rv ic e le v e l a g re e m e n ta n d th e P B I c u s to m e r life t im e v a lu .

Putting it TogetherProcess KPI Dashboard

MTTR = RED

PROCESS PROCESS

What Processes should be investigated?

5.2.2 Manage Customer Service/Support operations requests/inquiries/complaints

5.3.4 Measure quality & efficiency

It is Pitney Bowes policy to resolve customer issues at the point of contact where possible. When follow up communications are required,

What Policies may need to be assessed?

11.4.4

contact where possible. When follow up communications are required, they will be driven by a closed-loop case management system. Customer Care processes and technology will automate downstream / backoffice processing.The Service Case Owner (may be a person, equipment or web) will document the final Case solution detail before closing the Case in the case management system. All service case data will be available to the need to be assessed?

12.19.5g y

knowledgebase.

12.2.5

The customer will receive order confirmation, including an estimated delivery date, from the web. The customer can view subsequent order updates through the web.

12.6.4Pitney Bowes will provide basic self help support, e.g. FAQs, diagnostics, manuals, through the web channel for all products.

November 2, 2010 19

12.11.3

The Service Management system will prioritize responses to cases based on the customers entitlement as defined by service level agreementand the PBI customer lifetime value.

Putting it TogetherProcess KPI Dashboard

MTTR = RED

PROCESS PROCESS

What Processes should be investigated?

5.2.2 Manage Customer Service/Support operations requests/inquiries/complaints

5.3.4 Measure quality & efficiency

What Activities may need to be

5.2.2.1 Receive customer complaint/requests/inquiries5.2.2.2 Route customer complaint/requests/inquiriesneed to be

investigated? 5.2.2.3 Respond to customer complaint/requests/inquiries5.2.2.4 Resolve customer complaint/request/inquiries

5.2.2.5Close out resolution of customer complaint/request/inquiries

November 2, 2010 20

Putting it Together

F5.2.2.3.a1 Triage Process Flow

Process KPI Dashboard MTTR = RED

Leads you to ProcessDemo only

Demo only Demo only Demo onlyPROCESS

5.2.2 Manage Customer Service/Support ti t /i i i / l i t

Leads you to Process

Leads you to Key Activities

operations requests/inquiries/complaints

Demo only

F5.2.2.3.c1 KM Search Work- Flow5.2.2.3 Respond to customer complaint/requests/inquiries5.2.2.4 Resolve customer complaint/request/inquiries

Demo only Demo only Demo only

Leads you to Associated Workflows

November 2, 2010 21

Identifying ImprovementsIdentifying Improvements

MetricsMetrics Dashboards

C t E i Customer Experience

November 2, 2010 22

Utilizing the PCF for Program/Project S tSupport

• Program/Project Management Office

• Six Sigma Initiatives

project summaryproject summary example

November 2, 2010 23

PB PCF

Lessons LearnedLessons Learned

Governance Change Management Stakeholder Management

November 2, 2010 24

Questions….

Maureen GervaisMaureen Gervais

860-830-4073

maureen.gervais@pb.com

http://www.linkedin.com/in/maureengervais

November 2, 2010 26