The input data for the execution of consulting projects on the implementation of quality systems are the technical specifications data, as well as diagnostic data of the customer’s organization. Diagnostics is carried out on initial stage project in accordance with . Based on the diagnostic results, a diagnostic report is developed.
The input data for conducting corporate training is the data specified in the customer’s application, as well as the technical specifications specified in the contract with the customer. Preparation for training is carried out in accordance with. Based on the results of the preparation, a training schedule is developed.
The input data for designing the services “Execution of consulting projects” and “Conducting corporate training” are the tasks established in the development concept, quality goals, business plans for areas of activity. The design of these services was a one-time activity of the company. The procedure for providing these services is reviewed and adjusted on an ongoing basis.
7.3.3 Design and development output
The output data for the execution of consulting projects are project reporting materials transferred to the customer.
The following can be used as reporting materials:
- documented procedures;
- process maps and regulations;
- standard and reporting forms.
The full composition of reporting materials is determined in the project execution plan for each project. The procedure for checking and approving reporting materials for projects is established in No. 02 – CP “Project Execution” And .
The output data for corporate training may be:
- handouts on the topic of training;
- training seminar training program;
- tests (control tasks) for participants of the training seminar.
The full composition of the materials being developed is determined in the contract and terms of reference for corporate training. The procedure for checking and approving materials being developed for conducting training seminars is established in No. 03 – CP “Conducting corporate training”.
The output data for designing the services “Execution of consulting projects” and “Conducting corporate training” are process maps and documented QMS procedures of the KPMS company. Process maps and documented procedures are checked for compliance with input data by a quality officer. The approval of process maps and documented QMS procedures is carried out by the General Director. The design of these services was a one-time activity of the company. The procedure for providing these services is reviewed and adjusted on an ongoing basis.
7.3.4 Design and development analysis
Design and development analysis for consulting projects is carried out through weekly and project status meetings. Based on the results of each meeting, minutes of the meeting are drawn up. The procedure is defined in No. 02 – CP “Project Execution” And No. 08 – DP “Project Organization”.
Analysis of the development of materials for corporate training is carried out in accordance with No. 03 – CP “Conducting corporate training”. The analysis is carried out by the head of the corporate training department. The department employee responsible for organizing and conducting the training seminar provides the head of the department for approval with materials prepared by teachers for the relevant program. Materials are provided in in electronic format. If the head of the department has comments on the submitted materials, they are indicated in the text of the submitted materials. All versions of developed corporate training materials are stored on the corporate server.
Analysis of the progress of the design of services provided by the company is carried out similarly to the actions provided for consulting projects. The analysis is performed in accordance with No. 02 – CP “Project Execution” And No. 08 – DP “Project Organization”. The design of these services is a one-time activity of the company and is carried out as part of the development of the QMS. The procedure for providing services is reviewed and adjusted on an ongoing basis.
7.3.5 Design and development verification
Verification of reporting documentation developed for consulting projects is carried out through their coordination with representatives of the customer. Actions to coordinate project reporting documentation are carried out in accordance with No. 08 – DP “Project Organization”. Records of verification results are confirmed by affixing the signatures of approving persons on the reporting documentation.
Verification of documentation developed for corporate training programs is carried out by agreeing on this documentation with the head of the corporate training department. Actions to coordinate materials developed for conducting training seminars are defined in No. 03 – CP “Conducting corporate training”. Records of verification results are confirmed by affixing the signature of the head of the corporate training department on printed versions of the prepared materials.
Verification of process maps and documented procedures developed for the services provided by KPMS is carried out by agreeing on the CP and DP with the owners and participants of the relevant processes. Records of verification results are confirmed by affixing signatures of approving persons on the CP and DP.
7.3.6 Design and development validation
Approval of reporting documentation developed for consulting projects is carried out general director the customer's company or its authorized representative. The procedure for submitting reporting documentation for approval is defined in No. 08 – DP “Project Organization”. Records of the results of approval of the reporting documentation are carried out by affixing an approving signature on the paper version of the reporting document.
Approval of materials developed under corporate training programs is carried out by the director of the consulting directorate. Records of the results of approval of materials developed under corporate training programs are carried out by affixing an approving signature on the paper version of the training program. An approval signature is not required on other documents.
Approval of process maps and documented procedures developed for the services provided by KPMS is carried out by the General Director of KPMS by affixing an approving signature on paper versions of the CP and DP.
CustomerThink blog about how to map the customer journey. In the article, he identified the main components of the map and described them in nine points.
If you've been looking for information on how to create a customer journey map, you've likely found a wealth of information about a huge number of different approaches. After searching, you might have some questions, such as:
- Why are customer journey maps so different from each other?
- Where do I start if I want to create a journey map?
- How do I know which approach will be most effective for my organization?
- Are there map templates that you can use in your work?
In this article, I will identify the nine most common components of user journey maps. I hope this helps you create the most effective map that suits your needs.
1. Focus on the buyer
The first thing you need to decide is whose journey you are going to map. For example, you can map the movements of a specific type of buyer (ideal buyer persona), a potential (target) buyer, or an entire segment of buyers, depending on what your goal is.
In order to determine whose journey you want to map, it is worth identifying the business goal for which you are starting this research. Here are some examples of business goals you can achieve with mapping:
- Define a template path that can be applied to all or almost all customers and can be used across the company, for example, to create a shared understanding among employees of each stage of the buying cycle, buying goals, customer touchpoints, and so on. .
- Correlate the company's individual branches and business units with key problem areas in the customer experience.
- Make the planning process collaborative to experientially drive buyer growth.
- Practically implement new scheme customer segmentation.
- Optimize the shopping experience for a priority group of clients (high value clients).
- Understand how the user experience of a certain customer segment or a certain buyer persona differs from the experience of another customer segment.
- Expand your business by starting to work with new customers or those you haven’t fully engaged in attracting.
When it comes to B2B customer acquisition, the customer journey map typically includes different types of buying company employees who perform different roles in the B2B buying process. In this case, it will be useful to include several types of buyers in the map and show how and when a particular type is involved in the main buying process.
Typically, buyer roles are defined using imagery. A buyer persona is a buying archetype that helps your organization understand customer needs, expectations, and behavior patterns. Personas are a very useful tool for providing your customers with a positive and memorable shopping experience.
A buyer persona is a purchasing archetype that helps your organization understand customer needs, expectations, and behavior patterns.
Linking your buyer journey map to your customer persona definition can help establish and maintain a shared understanding of your ideal customer personas and their likely journey across the company. If you don't have personas defined, you might want to consider incorporating persona type development into your customer journey mapping process.
2. Creating a customer journey map with specific stages from the buyer’s perspective
Customer journey maps are made up of stages in the buying process (sometimes called phases). Each stage represents a meaningful goal that your buyer is trying to achieve as they progress through the journey.
The customer journey map must be built in accordance with the stages that will represent the path of the client purposefully moving towards achieving his goals. The map should not be focused on the stages of your internal processes.
Why can’t we establish correspondence between the stages of the customer journey and the stages of internal processes? It's a common misconception that this way you'll instantly turn your customer journey map into a graph of internal processes - this approach is usually called internal to external. As we'll learn later, you can map your internal customer journeys after you've built a customer-centric model of the stages of the buying process.
Stages may reflect general processes, for example, a stage in the relationship between a buyer and your brand. Or, on the contrary, more narrow ones - such as, for example, the “test flight” stage, which simulates the experience of a buyer’s first flight with an airline. How broad or narrow the stages are depends on which path you decide to map.
Each stage represents a meaningful goal that your buyer is trying to achieve as they progress through the journey.
This stage format is linear because one stage follows another. However, you can use visual design in your maps to show cyclical patterns of buyer behavior.
3. Identify your customers' goals
Your customer interacts with your brand to achieve their goals, also called wants, needs, or expectations.
Here are some examples of buyer goals:
- I want to know what my options are.
- I want to make sure the price is fair.
- I want to feel respected.
- I want to be productive while traveling.
By clearly defining the buyer's goals at each stage of the journey, you can evaluate how the shopping experience you provide is (or is not) helping the buyer achieve their goals.
And the value of your map as an auxiliary tool for making business decisions depends precisely on how correctly you define your goals. So try to clearly understand the buyer's goals.
4. Describe the touchpoints between the buyer and your organization
Touchpoints are the points of interaction between the buyer and the brand, or vice versa - the lack of interaction with the brand. More often than not, the value of customer journey maps comes from a clear understanding of the customer-brand touchpoints throughout the customer journey.
Touchpoints may occur in one or two channels, through tools or resources, but touchpoints and the tools and resources used are not the same thing. For example, if a customer visits the site retail store to conduct research, the touchpoint here is the buyer's actions to achieve his goal using the web channel. That is, the point of interaction is the intersection of the buyer’s actions with a specific tool or resource.
It's easiest to think of touchpoints as tools, resources, or channels. And that's okay. But these touchpoints themselves are not part of the user experience and they don't really tell you much information. In order for them to become part of a true shopping experience, they need to real buyer used them on the way to his goal.
Touchpoints are points of interaction between the buyer and the brand, or vice versa - the lack of interaction with the brand, while the buyer is looking for a way to satisfy his own needs or achieve goals
Some maps simply summarize all the tools and resources without describing what customers are doing at each touchpoint. This can be useful if there are multiple touchpoints at each stage of the customer journey and you need to understand what tools and resources your customer uses to achieve their goals, and their relative importance.
No matter what terminology you use when talking about touchpoints—or even if you implicitly describe key touchpoints in your map by mapping the actions and behaviors of your customers—be sure to use a customer-centric or front-end approach that describes how your customer uses them to achieve their goals.
5. Using a Journey Map to Visually Convey Emotions
Emotions cause much of human behavior - even if we don't realize it. The most rational-looking B2B purchasing decisions, even those backed by extensive questionnaires and multiple scoring matrices, are powerless in the face of buyer emotions.
Here's what we've learned over the past decade, and what thousands of buyer surveys I've conducted have confirmed: Emotions play a big role in B2B purchasing decisions.
- Tony Zambito in "The Role of Emotions and Goals in Business-to-Business Decision Making"
It's important to capture your customers' emotions (also called feelings) throughout their journey to gain a true understanding of their experience. It's important to understand both how your customer wants to feel at each stage of their journey and how they actually feel at each stage.
Regardless of the nature of the experience your organization provides, you will retain your customers and attract new ones if the service you offer makes people feel good. In other words, you need to give the customer a memorable experience that they want to repeat.
Therefore, today for most enterprises, organizing relationships with clients is a primary task. To achieve the goal, the following tasks were set: research of theoretical aspects of managing relationships with consumers; analysis of the enterprise’s activities as well as mechanisms for managing relationships with consumers in the enterprise; choosing a mechanism for managing relationships with consumers at an enterprise; survey method; development and analysis of a satisfaction questionnaire...
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A special feature of the method for constructing a process map is the use of two axes that define its two-dimensional space (Fig. 20).
The first axis is a list of process actions (if it is possible to construct an algorithm for a process, then the axis becomes the axis of the sequence of actions or the time axis), the second is the value chain (in the general case it can take the form “supplier - process input - action - process output - consumer"),
Supplier, consumer, input and output are considered in in this case as objects external to the process: inputs are supplied by other processes of the organization itself or external suppliers, and outputs (results) are needed by other processes of the organization itself or external consumers. Thus, suppliers and customers can be both external and internal to the organization itself.
Rice. 20. Logic and form of the process map
Procedure for drawing up a process map for analysis.
1. Gather information about the process. Such information can be obtained from existing process documentation and interviews with the heads of departments involved in this process and its implementers. All information must refer to the situation "as is". All suggestions and opinions on improving the process expressed at this stage should be written down, but not taken into account when building the map “as is”;
2. Determine the place of this process in the organization’s process network (it is better if the organization’s process network is depicted in the form of a flowchart). Clarify the name of the process based on its location in the process network and the information obtained in the first stage, and also formulate the purpose(s) of the process.
3. Determine the beginning of the process (an event that determines its start) and the end of the process (an event that indicates its completion).
4. Write down all the steps of the process on separate cards (stickers), without paying attention to their performers.
5. Write down the positions of the performers on the cards. If an action involves several performers (participants), then the position of the person responsible for performing this action should be entered on the card. Once completed, the card should look something like this:
Agree on payment terms with accounting department
Sales Manager
6. Draw a large sheet of paper in the form of a process map (Fig. 21).
7. Place the completed cards in the central part of the card from top to bottom in the form of a process algorithm or a simple list of necessary actions. The algorithm should reflect the situation “as is” (clause 6.3.2 of the Recommendations). When constructing the algorithm, use the symbols from the appendix. An object-event model can be used as a list of actions (clause 6.3.3 and Fig. 19).
8. Identify and enter in the appropriate columns of the map the main external inputs and outputs of the process, their suppliers and consumers, as well as the requirements for them or links to the relevant regulatory document.
9. In the “Records” column, enter the names of documents containing records of the results of the process.
10. Determine process performance indicators based on the purpose of the process and its outputs (results).
Rice. 21. Example of a process map
A process map will help you work through the different stages of the improvement cycle:
At the problem identification stage (clause 6.2.1), the map represents the group’s agreed view of the situation “as is”;
At the solution search stage (clause 6.2.2), the map reflects the group’s opinion about what the process should be (or what it could be). The final version of the map is agreed upon with stakeholders and approved by the process manager. Typically such a map is included in the document defining the process;
At the stage of measuring the result (clause 6.2.4), the approved version of the map is used to audit the process and evaluate its effectiveness;
At the standardization stage (clause 6.2.5), the approved version of the map can be used as a documented procedure, for example, for training personnel, providing the process with resources, disseminating the experience gained to other processes.
Bibliography
1. GOST R ISO 9000-2001 Quality management systems. Basic provisions
and a dictionary.
2. GOST R ISO 9001-2001 Quality management systems. Requirements.
3. GOST R ISO 9004-2001 Quality management systems. Recommendations for
improvement of activities.
4. R 50.1.028-2001 Information technologies for supporting life
product cycle. Functional methodology
modeling
5. GOST 701-90 (ISO 5807-85) Schemes of algorithms, programs, data and systems.
6. ISO/TK176/PC2 No. 544R Guidelines for a process approach to
quality management systems.
7. ISO brochure “Principles of quality management”
Application
Symbols used to construct a process algorithm
|
Process Elements | ||
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|
Event that determines the start or end of a process |
Receipt of a request for proposals, receipt of a new customer requirement |
|
|
Action and performer |
Conducting a meeting - director, telephone call - sales manager |
|
|
The moment of choosing alternative solutions. Question to answer: accepted/rejected meets/fails criteria |
Was there a mistake? Is the form completely filled out? Did you receive the message? |
|
|
Document |
Report, completed form, meeting minutes |
|
|
Delay |
Waiting for a message to arrive, waiting for the decision of the person in charge |
|
|
Move to next process element |
After printing the document, it must be registered |
|
|
Continuation |
You need to go to another page or another part of the table |
1. Determination of requirements related to the product
The organization must determine:
a) requirements specified by customers, including requirements for delivery and post-delivery activities;
b) requirements not specified by the consumer, but necessary for the specific or intended use, when known;
c) legislative and other mandatory requirements relating to the product;
d) any additional requirements specified by the organization.
Requirements for products are formed by consumers in applications for the supply of products. Requirements are analyzed to determine the possibility of their unconditional implementation. When it is established that it is possible to meet the consumer’s requirements, a draft agreement (contract) for the supply of products is drawn up and its approval is ensured with the managers in the areas of work.
2. Analysis of product requirements
The organization shall review the requirements related to the product. This review should be carried out before the organization undertakes to supply a product to a customer (for example, participation in tenders, acceptance of contracts or orders, acceptance of changes to contracts or orders) and should ensure:
a) determination of product requirements;
b) approval of contract or order requirements that differ from those previously formulated;
c) the organization's ability to meet certain requirements.
Records of the results of the analysis and subsequent actions resulting from the analysis should be maintained.
If customers do not put forward documented requirements, the organization must confirm them with the customer before accepting them for execution.
If product requirements are changed, the organization shall ensure that relevant documents are amended and that affected personnel are made aware of the changed requirements.
If the requirements set out in the application cannot be met, a justified refusal is issued and sent to the consumer. The procedure for analyzing and drawing up contracts is established in the relevant regulatory documentation. In case of claims, issues of reimbursement of costs to the consumer are resolved in accordance with the relevant sections of the contract.
Note: In some situations, such as Internet sales, it is impractical to conduct a formal analysis of each order. Instead, the analysis may extend to relevant product information, such as catalogs or promotional materials.
3. Communication with consumers
The organization must determine and implement effective measures maintaining communication with consumers regarding:
a) information about products;
b) passing requests, contracts or orders, including amendments;
c) feedback from consumers, including consumer complaints.
To study existing and expected (potential) requirements for the quality, range and volume of products, information is collected from the organization’s consumers by sending out various questionnaires (sheets) to survey consumers, while participating in exhibitions, seminars, conferences, etc. The organization must consider a system for compiling and distributing these documents to consumers.
The results of the consumer survey serve as the basis for assessing the degree of consumer satisfaction.
Design and development
1. Design and development planning
The organization must plan and manage the design and development of products.
During design and development planning, the organization should determine:
a) design and development stages;
b) carrying out analysis, verification and validation appropriate to each stage of design and development;
c) responsibility and authority for design and development.
The organization must manage the interactions between the various design and development teams to ensure effective communication and clear assignment of responsibilities.
Planning results should be updated, if necessary, as design and development progress.
4.4.3.2 Design and development inputs
Inputs related to product requirements must be defined and records maintained.
Inputs should include:
a) functional and operational requirements;
b) relevant legal and other mandatory requirements;
c) where possible, information taken from previous similar projects;
d) other requirements important for design and development. Input data must be analyzed for sufficiency. Requirements must be complete, unambiguous and consistent.
The goal of the design and development process is to ensure that the design outputs match the inputs.
The input data for the development are the Customer’s requirements for products, delivery, and delivery volumes.
3. Design and development output
The outputs of design and development shall be presented in a form that allows verification against the design and development input requirements, and shall be formally approved prior to their subsequent use.
Design and development outputs should:
a) correspond entry requirements to design and development;
b) provide relevant information on procurement, production and service;
d) determine the characteristics of the product that are essential for its safe and correct use.
4. Design and development analysis
At appropriate stages, a systematic review of the design and development should be carried out in accordance with the planned activities in order to:
a) assessing the ability of the design and development results to satisfy the requirements;
b) identifying any problems and making suggestions for necessary actions. Participants in such a review should include representatives from departments relevant to the design and development stage(s) being analyzed. Records of the results of the analysis and all necessary actions must be maintained.
5. Design and development verification
Verification must be carried out in accordance with planned activities to ensure that the design and development outputs meet the input requirements. Records of verification results and all necessary actions must be maintained.
At all stages of development, the owner of the design and development process checks the compliance of the results obtained with the input data and confirms the compliance of the data with his signature.
6. Validation of design and development
Validation of the design and development should be carried out in accordance with the planned activities to ensure that the resulting product meets the requirements for its specified or intended use, if known. Where practicable and appropriate, validation should be completed prior to delivery or use of the product. Records of the results of validation and all necessary actions should be maintained.
The validation procedure can be carried out as follows:
Compliance of products with the requirements for the intended use is determined in the certificate and report on the relevant tests;
The compliance of the product with the requirements for the intended use is confirmed by the Consumer by providing information on the results of relevant tests of the effectiveness of the new type of product.
7. Project and development change management
Design and development changes must be identified and records maintained. Changes must be reviewed, verified and validated as appropriate, and approved before implementation. Review of design and development changes should include an assessment of the impact of the changes on components and products already delivered. Records of the results of the change analysis and any necessary actions should be maintained.
If there are comments and deviations identified during the analysis of the development, the owner of the design and development process carries out the necessary corrective and preventive actions.
Procurement
1. Procurement process
The organization shall ensure that purchased products comply with established purchasing requirements. The type and degree of control applied to the supplier and purchased product should depend on its impact on subsequent stages life cycle products or finished products.
The organization shall evaluate and select suppliers based on their ability to provide products in accordance with the organization's requirements. Criteria for selection, evaluation and re-evaluation should be developed. Records of the results of the assessment and any necessary actions resulting from the assessment must be maintained.
The procurement process should include:
Determination of requirements for purchased resources, required volumes and delivery times for each type of purchased material resources;
Planning for the acquisition of material resources;
Evaluation and selection of suppliers;
Concluding supply contracts;
Monitoring compliance with contract terms, making corrections when deviations from contract requirements are identified;
Acceptance, identification, accounting, storage and release into production of purchased resources;
Registration of data on purchased resources, analysis and evaluation of this data in order to improve the procurement process.
2. Procurement information
Purchasing information must describe the products ordered, including, where appropriate:
a) requirements for official approval of products, procedures, processes and equipment;
b) requirements for personnel qualifications;
c) requirements for the quality management system.
The organization shall ensure that specified purchasing requirements are sufficient before they are communicated to the supplier.
Procurement information used subsequently to enter into contracts with Suppliers, where necessary, should determine:
Type, grade, class or other precise definition raw materials, materials, components and equipment, indicating the corresponding ND (TU, GOST, etc.)
Methods of sampling, control and testing;
Requirements for packaging, labeling, transportation and unloading;
Required data on product quality (for example, quality certificates);
Type of delivery, date (or acceptable dates) and place;
Relevant related materials of the country of origin and requirements for them, as well as details of the manufacturer (when purchasing imported material resources for repair or manufacture of equipment).
3. Verification of purchased products
The organization shall establish and implement controls or other activities necessary to ensure that purchased products comply with specified purchasing requirements.
If the organization or its customer intends to perform verification at a supplier, the organization shall establish the intended verification measures and product release procedures in the purchasing information.
Production and service
1. Production and service management
The organization shall plan and carry out production and servicing under controlled conditions. Controlled terms should include, where applicable:
a) availability of information describing the characteristics of the product;
b) availability of work instructions if necessary;
c) use of suitable equipment;
d) availability and use of control and measuring instruments;
e) carrying out monitoring and measurements;
f) implementation of release, delivery and post-delivery activities of products.
The product production planning procedure should include:
Determination of the annual production volume based on identified needs and/or assignments from the management company;
Release planning finished products and semi-products broken down by quarter, month and day by joint venture and type;
Planning of raw material requirements;
Transport planning;
Planning the need for energy resources;
Monitoring the implementation of production plans;
Process analysis and improvement.
2. Validation of production and service processes
The organization shall validate all production and service processes whose results cannot be verified by subsequent monitoring or measurement. These include all processes whose deficiencies become apparent only after the product has been used or the service has been provided.
Validation must demonstrate the ability of these processes to achieve intended results.
The organization shall develop measures for these processes, including, where applicable:
a) defined criteria for the analysis and approval of processes;
b) approval of relevant equipment and personnel qualifications;
c) application of specific methods and procedures;
d) requirements for records;
e) revalidation.
3. Identification and traceability
Where possible and appropriate, the organization shall identify products by appropriate means at all stages of their life cycle.
The organization shall identify the status of the product in relation to the monitoring and measurement requirements.
If traceability is a requirement, the organization must manage and record product identification that supports this goal.
Note- In a number of industries, configuration management is the means by which identification and traceability are maintained. Configuration management issues are covered in ISO 10007.
The product identification procedure may include the following steps:
Identification of supplies;
Establishment of identification requirements;
Identification upon receipt of raw materials and supplies to warehouses;
Identification of raw materials that have passed incoming inspection;
Identification of products during control during the production process;
Identification of products that have passed final control;
Identification at the stages of packaging, storage in warehouses and shipment of finished products to the Consumer.
4. Consumer property
The organization shall take care of customer property while it is under the organization's control or use. The organization shall identify, verify, protect and preserve customer property provided for use or inclusion in products. If consumer property is lost, damaged or found unusable, the consumer must be notified and records must be maintained.
Note- Consumer property may include intellectual property.
5. Maintain product conformity
The organization shall maintain product conformity during internal processing and during delivery to destination. This preservation must include identification, handling, packaging, storage and protection. Conservation should also apply to the component parts of the product.
