Badanie wymagań klientów wewnętrznych w aspekcie zarządzania procesami

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1 Scientific Journals Maritime University of Szczecin Zeszyty Naukowe Akademia Morska w Szczecinie 2010, 23(95) pp , 23(95) s Analysis of the internal customers requirements from the perspective of process management Badanie wymagań klientów wewnętrznych w aspekcie zarządzania procesami Alicja Gębczyńska, Bartosz Szczęśniak Silesian University of Technology, Faculty of Organisation and Management Institute of Production Engineering Politechnika Śląska w Gliwicach, Wydział Organizacji i Zarządzania, Instytut Inżynierii Produkcji Zabrze, ul. Roosevelta 26, alicja.gebczynska@polsl.pl; bartosz.szczesniak@polsl.pl Key words: process, internal customer satisfaction, process management Abstract The notion of an internal customer is a relatively new one, and it finds is application in numerous fields of expertise including quality management, process management and external marketing. Internal customers create a chain of value at the end of which there are the product final recipients the consumers. Therefore, the knowledge of the final product depends on the level of service provided to the internal customer. Failure to satisfy the employees requirements may lead to reducing the company s performance and the quality of the product delivered to the external customer. The need to investigate the internal customers requirements results from the necessity of assessing the relations between the internal customers and suppliers as well as solving the conflicts and discrepancies which may occur between them. In order to identify the internal customers and their requirements, one can apply the process-based approach where process management proves to be of use. Using the results of the research into the internal customers requirements in the process management is expected to contribute to more efficient company management. Słowa kluczowe: proces, zadowolenie klienta wewnętrznego, zarządzanie procesami Abstrakt Pojęcie klienta wewnętrznego nie jest nowym zagadnieniem, znajduje ono zastosowanie między innymi w zarządzaniu jakością, w zarządzaniu procesami, w marketingu wewnętrznym. Klienci wewnętrzni tworzą łańcuch wartości, na którego końcu znajdują się ostateczni odbiorcy produktu nabywcy. Zatem jakość wyrobu finalnego zależy od poziomu obsługi klienta wewnętrznego. Niespełnienie wymagań pracowników może doprowadzić do zmniejszenia efektywności funkcjonowania przedsiębiorstwa oraz obniżenia jakości produktu dostarczanego klientowi zewnętrznemu. Potrzeba badania wymagań klientów wewnętrznych wynika z konieczności oceny relacji pomiędzy wewnętrznymi klientami i dostawcami oraz rozwiązywania pojawiających się między nimi konfliktów i rozbieżności. Do identyfikacji klientów wewnętrznych i ich wymagań można wykorzystać podejście procesowe, w którym zastosowanie znajduje zarządzanie procesami. Wykorzystanie wyników z badania wymagań klientów wewnętrznych w zarządzaniu procesami powinno przyczynić się do skuteczniejszego zarządzania przedsiębiorstwem. Introduction Processes are integral elements of every company, and their appropriate planning and implementation is decisive for the existence and development of an organisation. There are numerous definitions of a process to be found in the publications related to the subject matter of management. One of them is that a process is a set of actions conducted inside a company in order to deliver a specific product or service to the customer. According to another one, a process can be perceived as an ordered and combined set of productive or servicing actions performed within a specific timeframe and bringing 40 Scientific Journals 23(95)

2 Analysis of the internal customers requirements from the perspective of process management the effects of specific benefits to the external and internal customers [1]. A process can also be interpreted as an entirety composed of successively conducted operations aimed at obtaining specific, predetermined results [2]. S. Krawczyk defines the process as a sequence or partially arranged set of interlinked actions integrated through time, expenditures and overall assessment of performance, and accomplished for the sake of a specific goal of the organisation [3]. M. Hammer and J. Champy understand the process as a chain of actions interrelated in a logical manner which, by utilising the available resources (people, information, technology, tools, equipment), transform the input into the output as a means to achieve the predetermined objective [4]. Processes are events taking place in time, causing the conditions and characteristics to change [5]. In accordance with PN-EN ISO 9000:2006 [6], a process is a set of interlinked or mutually influencing actions transforming the input into the output. The purpose of the transformation is to convert the resources at hand into the products delivered to the subsequent processes or the final customers. The process is a consciously driven transformation as a result of which, owing to the intellectual and physical activities undertaken, a certain objective of tangible or intangible nature can be attained [3]. In order to accomplish the objectives, one must ensure the necessary human, material and financial resources. However, providing these resources is not a guarantee of attaining the process objectives, since one cannot achieve anything by working without the capital, the capital will not bring any effects without work, and neither capital nor work will not prove successful without the genius managing them [7]. In order to attain the results planned, it is necessary to implement the process management. According to M. Hammer [8], the companies willing to focus on processes must: define their processes, persuade all employees of their importance, introduce the relevant process measures, move on to process management. Process management Process management means coordinated actions in the scope of process driving and supervision with regard to quality. Process management can be defined on two levels of generality. In a broader context, process management is described as considerably comprehensive (covering not only the enterprise itself but also its business partners, suppliers and recipients), continuous (repeatable in time) and systematised (executed in accordance with specific principles and procedures) application of the relevant concepts, methods and tools (techniques) of influencing the processes taking place in the organisation (company, institution) with the purpose of attaining its goals and satisfying the needs of its customers, both external and internal [9]. Process management in the narrow perspective means planning of the changes improving the processes implemented in the company and control of their progress. It is primarily focused on the company strategy, analysing, assessing and shaping (improving), driving and controlling the value creation processes inside companies and between companies [9]. In the narrow perspective, process management (process driving) means making decisions by the appropriate persons (process owner, process teams, i.e. the management of functional units) who, owing to the possibility of using the resources at hand, lead the organisation towards the objectives assumed. This function is referred to as monitoring of the process results. In this understanding, driving processes is performed through the following functions [10]: Objective planning under which partial objectives (objectives for each action performed under the process) are derived from the main process objective. They are assumed to be in harmony with the objectives of the individual company functions (e.g. supply, sales), departments and workplaces. Resources organisation allocation of resources (equipment, employees, funds) necessary to complete the individual activities in the process. Incentive, i.e. influencing the attitudes and behaviours of the persons involved in the processes so that their actions are compatible with the objectives assumed. Control and driving this function is performed by collecting opinions of the customers on the process results, comparing the actual results with the assumed values of the major and partial processes, analysing deviations, undertaking remedial measures, correcting all errors in the process and possibly altering the process objectives (adjusting them to the customers expectations and the company goals). Additionally, the relevant information must be delivered to all the parties involved. S. Nowosielski [9] proposed a specific process management procedure composed of the following four successive stages: 1. Problem identification, 2. Process modelling, Zeszyty Naukowe 23(95) 41

3 Alicja Gębczyoska, Bartosz Szczęśniak 3. Process introduction, 4. Process driving / performance assessment. Process identification is the first stage of the process management. This stage can be brought down to selecting and mapping the processes taking place in the organisation. In order to identify the processes, one can apply both the top-down or bottom-up method, or their combination. Under the identification procedure, one must determine the type, content and general structure of the processes as well as their objectives resulting from the assumed organisation s goals and the customers requirements [9]. Process modelling is a method of establishing the architecture of the individual processes required by the company to attain its goals. The purpose of process modelling is to ensure that the company s goals and the customers requirements are conformed with to the fullest extent possible. Authors of various publications on this subject mention numerous principles that should be adhered to while modelling processes. Process modelling is governed by the following principles: Each process begins and ends for the given customer (recipient) that defines the requirements and makes use of the results (effects) of this process (process separation). Each process consists of sub-processes, actions and other elementary components (process structuring). Each process is assigned a responsible person. i.e. the process owner (establishing the process responsibility). Each process is based on processing (producing) of one object (determination of the process subject). The process components which do not create added value are eliminated (focusing on value creation). For each process, from the perspective of time and other resources, the most advantageous structure of its course is determined (shaping the course of the process). For each process, it is necessary that the suppliers provide for the entire process (establishing the process inputs with the supplier) [11]. Introducing the redesigned or improved processes requires their implementation and establishment of the conditions enabling their actual functioning. The last stage of the process management, i.e. the process driving and performance assessment, requires continuous monitoring of the process in order to improve it and adjust it to the requirements of the organisation and the customers. Process management is expected to enable the company to accomplish the objectives assumed, at the same time attaining the customer satisfaction, by using the appropriate concepts, methods and techniques. Process management consists in planning the processes, attaining the assumptions adopted, assessing the results and courses of the processes as well as improving them based on the results attained on the previous stages. Process management should enable increasing the efficiency and effectiveness of the processes mainly by reducing their time consumption and costs. According to Lee Iacocc, management is primarily the art of evaluation and assessment [12]. In the most general terms, process management means: seeking improvements in the existing processes, planning changes in the processes and controlling their progress, monitoring the basic parameters and results (process effects) [13]. In the broader context, process management puts an emphasis on satisfaction of the needs of both the external and internal customers. The idea of focusing on the external customers requirements is known and commonly applied in all companies observing the principle of customer focus, whereas assessment and performance of the internal customers requirements does not find wide application in practice. Most probably, such a state of matters is a consequence of the fact that companies function based on an organisational structure which often assumes the form of a functional structure. Company management is performed through organisational objectives decomposed into the goals of the individual departments. Both the managers and the employees are held responsible for how much of the goals established for the individual departments (sections, functions) they have managed to attain. It may even happen that the goals assumed for the individual departments are incompatible or they may not entail the internal customers needs. Those needs result from the course of the processes identified in the given company. An internal customer is to be interpreted as a recipient or user of the products/services delivered by the organisation being a part of the same organisation. Employees can assume the role of both the internal customer, who receives a certain semi-finished product, and the internal supplier, who delivers the given semifinished product to another internal customer. An internal customer is also a process owner. If the internal customers are satisfied, they are more eager 42 Scientific Journals 23(95)

4 Analysis of the internal customers requirements from the perspective of process management to attain the company s objectives and to focus on the external customers [14]. Implementation of the strategy assumed by the company requires collaboration between various departments and functions entailing the needs of the internal suppliers and customers. All departments of an organisation function for the sake of satisfying the needs of one or many customers, both external and internal. If the given department operates in favour of the external customers, the level of their satisfaction should be measured by the degree to which the products or services delivered fulfil the customers needs. However, if the given department only serves the internal customers, it is to be assessed based on the needs of these customers and hence the degree to which it contributes to increasing the value of the product or service delivered to the internal customer [7]. The assessment of the company s performance should not be conducted merely on the basis of the degree to which the individual departments objectives are attained, but it should also entail the internal customers expectations. In accordance with the first rule of process modelling ( each process begins and ends for the given customer that defines the requirements and makes use of the results of this process ), process management requires determination of the customers requirements for each and every process. Organisation s objectives Process objectives Workplace objectives Departments objectives Fig. 1. Hierarchy of developing an organisation s objectives [7] Rys. 1. Hierarchia formułowania celów organizacji [7] As shown in figure 1, the organisation objectives must be reflected in those of the departments and processes. Attaining the process objectives depends on attaining the departments objectives as well as those of the individual workplaces. The objectives can be assessed by measuring their efficiency or indirectly by measuring the satisfaction of both the external and internal customers. Drawing conclusions concerning the objective performance based on the customer satisfaction enables indicating the individual factors (unsatisfied customers requirements) disturbing the appropriate course of the given process. The internal customers satisfaction assessment requires determination of their expectations and measurement of their performance. The internal customers requirements should be reflected in the process objectives. Attaining the process objective depends on meeting the requirements of the internal customers as well as their contribution to performance of the specific actions. The effects of these actions are delivered to another internal customer by the internal supplier. Therefore, the employees take part in the process both as internal customers and suppliers. The first of the aforementioned roles is related to defining the requirements and assessing their performance, whereas the second one requires that the actions are performed in a manner satisfactory to their recipient. Every internal supplier should know the needs of the respective internal customer and strive to satisfy them. Internal suppliers, analogically to external suppliers, should be subject to assessment. A failure to satisfy the internal customer s requirements should result in undertaking specific actions including resignation of the given supplier s services (e.g. through outsourcing). In accordance with the relevant literary sources, [9] the recommended solution is to measure the internal customers satisfaction every three months. The more often the measurements are conducted, the sooner it is possible to introduce the applicable modifications. The determination of the internal customers needs should enable continuity of the process performance, elimination of any misunderstandings and minimisation of the scope of coordination works. The internal customers satisfaction can be measured by analysing the complaints lodged by internal customers, however, questionnaire surveys seem definitely more reliable. Conducting surveys requires development of an analytical tool enabling identification of the internal customers needs. Under the surveys to be conducted, it is worth finding out about the importance of every need identified in order to be able to focus on the most important ones. One must remember that the internal customers requirements can be very diverse, since the satisfaction level assessment for the individual internal customers requires preparation of the appropriate questionnaire adjusted to the specificity of those surveyed. The main purpose of measuring the internal customers satisfaction is to determine their requirements as well as the degree to which they are satisfied by the suppliers. Meeting the Zeszyty Naukowe 23(95) 43

5 Alicja Gębczyoska, Bartosz Szczęśniak internal customers requirements should be reflected in the effects attained in the processes which, in turn, are reflected in performance of the organisation s objectives. Conclusions The process management is not a new concept, but it is becoming more and more appreciated nowadays. There are numerous reasons for that including the increasing interest in the quality management system based on a process approach. Furthermore, process management facilitates the organisation management by determining and linking all the actions performed in the company into a coherent system enabling the objectives and results assumed to be attained. Process management is not only focused on attaining the organisation s objectives but also entails the satisfaction of the external and internal customers. In order to attain the objectives assumed by the company, it is required that specific methods be established for the sake of analysing and measuring the results achieved, whereas satisfaction of the external and internal customers involves the necessity of developing and implementing the methods enabling identification of the customers requirements as well as the degree of their performance. For the internal customers, one must additionally examine their relations with the suppliers, both the internal and the external ones, in order to be able to systematically assess their satisfaction level. The information obtained by measuring the satisfaction level enables meeting the internal customers requirements by providing them with semi-finished products conforming with their expectations. Moreover, measurement of the internal customer satisfaction level enables elimination of the conflicts and misunderstandings occurring between the internal customers and suppliers. References 1. DURLIK I.: Restrukturyzacja procesów gospodarczych. Reengeneering, teoria i praktyka. Placet, Warszawa 1998, BRILMAN J.: Nowoczesne koncepcje i metody zarządzania. PWE, Warszawa KRAWCZYK S.: Zarządzanie procesami logistycznymi. Polskie Wydawnictwo Ekonomiczne, Warszawa HAMMER M., CHAMPY J.: Reengineering in Corporation. A manifesto for Business Revolution. HarperBusiness, a division of HarperCollins Publisher, Inc., 1993, Process managemet, training materials. TÜV Rheinland / ETOM Polska Sp. z o.o., Katowice, 2001/2002, PN-EN ISO 9000:2006. Quality Management Systems Fundamentals and Vocabulary. PKN, Warszawa RUMMLER A.G., BRACHE A.P.: Podnoszenie efektywności organizacji. PWE, Warszawa HAMMER M.: Reinżynieria i jej następstwa. Wydawnictwo Naukowe PWN, Warszawa Procesy i projekty logistyczne, editted by S. Nowosielski. Script published by the Wrocław University of Economics, Wrocław Podstawy nauki o przedsiębiorstwie, editted by J. Lichtarski. Published by the Wrocław University of Economics, Wrocław 2005, SCHMELZER H.J., SESSELMAN W.: Geschäftsprozessmanagement in der Praxis. Hanser, Vien, ŁAŃCUCKI J.: Skuteczność i efektywność systemu zarządzania jakością. [in:] Efektywność Systemów Zarządzania. Polish Association of Sanitary Engineers and Technicians, Wielkopolska Department (edited by J. Łańcucki), Poznań, NOWOSIELSKI S.: Zarządzanie procesami gospodarczymi, MAZUREK-ŁOPACIŃSKA K.: Orientacja na klienta w przedsiębiorstwie. PWE, Warszawa Recenzent: prof. dr hab. inż. Krzysztof Chwesiuk Akademia Morska w Szczecinie 44 Scientific Journals 23(95)