The document discusses customer journey mapping for public services. It provides examples of mapping customer journeys through various public sector processes like applying for free school meals and going through the legal system as a juror. The examples demonstrate how journey mapping can identify opportunities to improve customer experience by highlighting pain points, inconsistencies, and areas where expectations are not being properly managed. Journey mapping is presented as a tool that can provide insight to make public services more customer-centric and efficient.

1. Customer Journey Mapping
Lawrence Hallett
Wales Quality Centre
Monday, 8 July 13

2. Key Differences
• Less but more depth
• Customer Focus
• Less overlap
• Greater support
• Improved self assessment tool
• continual improvement cycle
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3.  Customer Insight
The culture of the organisation
Information and Access
Delivery
Timeliness and Quality of Service
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4. Exercise
Who are your customers and
prioritise their importance to you
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5. The worst of Customer Service,
WHY?
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6. The worst of Customer Service,
Because...
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7. Monday, 8 July 13

8. 85%
Defect
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9. 8%
repurchase
Source: habit by Neale Martin
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10. Results So Far: Self Assessment
0
15.00
30.00
45.00
60.00
%
Customer Insight Culture Information & Accesss Delivery Timeliness & Quality
CSE Criteria
Fully Meet
Partially meet
Fail to meet
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11. How to map a customer’s
journey?
The different types of journey map can
be used alone or in combination to
better understand customer
experiences.
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12. Customer journey mapping is the
process of tracking and describing
all the experiences that customers
have as they encounter a service or
set of services, taking into account
not only what happens to them, but
also their responses to their
experiences.
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13. The 3 Types of
Customer Journey Mapping
•Customer Experience
•Process Mapping
•Measuring the experience
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14. CUSTOMER JOURNEYS IN THE PUBLIC SECTOR
Many customer journeys dealt with by THE PUBLIC SECTOR cut across
departmental boundaries. Journey mapping can be particularly valuable here.
INDIVIDUAL JOURNEYS
BUSINESS JOURNEYS
 Maternity leave
 Ante-natal care
 Registering
birth
 Benefits
 Trust fund
Birth or adoption
 Ofsted reports
 Applying for
school
 Pre-school
boosters
Starting school
 Benefits
 Taxes
 Registration
 Name change
Getting married
Starting a business
 Registration
 VAT
 Financing
 Applying for
grants
Tax/compliance
 End of year
returns
 VAT
 Auditing
requirements
Employing someone
 Jobcentre Plus
 PAYE
 National
insurance
Health & safety
 Registration
 HSE inspections
 Local authority
regulations
 Legal system
 Applying for
pension
 Tax on
retirement
income
Retiring
 Registering
death
 Pensions
 Notifying
change of
circumstances
Bereavement
Closing down
 Changing
name, address
or status
 Redundancy
payments
 Tax & accounts
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15. 15
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16. 16
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17. Monday, 8 July 13

18. Monday, 8 July 13

19. Try Mapping your experience
Select a process
Define the basic stages
Define each step
Qualify the level of emotional experience
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20. 20
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21. MORE ON JOURNEY MAPPING…
There are also a number of publications that can tell you more:
Customer Journey
Mapping - Guide
for Practitioners is
a practical
reference
document for
people who will be
carrying out the
process of journey
mapping.
An expanded
‘toolkit’, also on the
CIF website, gives
more tools to use in
journey mapping.
A set of four online
training modules
serves as a quick
introduction to
journey mapping,
and can be found
on the CIF website.
Customer Journey
Mapping - Guide
for Managers is
relevant to those
involved in leading
and supporting
cross-government
service
transformation.
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22. 22
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23. INPUT OUTPUT
THE ORGANISATION
CONSTRAINTS
RESOURCES
The process model.
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24. The Card game
Aim
To score as many points as
possible by the exchange of cards
Time limit
10 mins
Exchange rate
1 for 1 or 1 for 2
Points
Spades - 20 points
Hearts - 15 points
Clubs - 10 points
Diamonds -5 points
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25. Monday, 8 July 13

26. suppliers Customers
The ‘Birds Nest of
Processes
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27. START
PROCESS
STEP
DECISION
STOP
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28. Additional Symbols
1.8 Constructing a Flow Chart - contd.
Shadow signifies
additional flow chart
A major task has
sub-tasks e.g. filling
kettle
sub-tasks are:-
• pick up kettle
• fill with water
• plug in
• switch onA
A Continuation References the
continuation of the
chart on another
page
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29. UNLOAD TRUCK
INCOMING
MATERIAL
VENDOR/ REPAIR
WORK STATION
WORK STATION
GRINDING
REWORK/ SCRAP
WELD & TRIM
REWORK/ SCRAP
NO
INSPECT OK?
INSPECT OK?
INSPECT OK? NO
NO
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30. SELECT DESTINATION
MAKE ARRANGEMENTS
PACK SUITCASE
TRAVEL TO DESTINATION
RELAX AND ENJOY
DECIDE TO TAKE A TRIP
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31. Dept A Dept B Dept C Dept D
Task A1
Task D1
Task A2 Task B1 Task C1
Task B2
Task B3
Task C2
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32. Monday, 8 July 13

33. MAPPING THE SYSTEM (PROCESS MAPPING)
FREE SCHOOL MEALS EXAMPLE
KEY STEPS IN SYSTEM/CUSTOMER JOURNEY
Tameside
council
FSM
section
NOTES ON PROCESS AND CRITICAL INCIDENTS
End to end
system
definition
Process of making a
new application for
FSM from becoming
eligible through to
receiving meals
Objectives/
scope
Map Free School Meals
(FSM) to identify how
to deliver a better
customer service and
achieve cost savings
Customer
segment
All new applicants
Core
system
goals
Goal 1:
Deliver an important benefit
consistently and without delays
Goal 2:
Minimise the number of entitled
people leaving the process
without obtaining the benefit
Goal 3:
Contribute towards a required
3% efficiency improvement
across the council
Customer
Becomes
eligible/
aware of
eligibility
Finds out
about FSM
and how to
apply
Receives
request for
more
informatio
n/
verification
Receives
confirmatio
n of FSM
entitlement
Sends extra
informatio
n/
verification
Child starts
receiving
meals
Do I
want to
apply?
Can I/ do
I want to
proceed?
School
Receive
report on
entitlement
Provides
meals
Receive
and check
application
Add claim
dates and
authorisati
on
Report sent
to school
and
confirmatio
n to parent
Bring up
child’s
record and
add note
Is all
correct info
provided?
Leaves process Leave process
Completes
application
form
(4 routes
leading to
same
process)
No No
Sometimes
can verify
internally ,
sometimes
have to go
back to the
customer
Wasted
materials
often
associated
with this
step
Will
continue to
receive
benefit
until next
review,
even if
eligibility
changes
On-line
application
s have
earlier
start date
than paper
ones
Four
different
routes
have very
different
associated
costs
Application
rates may
vary by
area; in
some
places
there’s
more
stigma
attached
Critical
moment
Critical
moment
No
Yes
Yes Yes
 Sharing what the
current process
looks like
 Identifying
duplications and
deviations from the
norm – where do
things go wrong?
 Identifying how and
where things can be
improved
 Comparing the view
of staff with the view
of customers
 Training – showing
how things should
be done
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34. CUSTOMER EXPERIENCE MAPPING
BORDERS AND IMMIGRATION AGENCY
EXAMPLE
Objectives,
scope &
journey type
Applying for entry clearance to the UK
Customer
segment
Short-term student from China
(Sichin)
Moments
of truth
© Oxford Strategic Marketing
Key Journey
Steps
Key Journey
Steps
VISA
received
Finds
information
Application
submitted
Payment
processed
Query from
UK Visas
received
Receive
interview
request
Biometrics
and
interview
Key Journey
Steps
Postal
delivery of
visa
Can be sent
with more
info on
immigration
Website;
needs to be
easy to
access 24/7
Supporting
phone line
Currently no
contact.
Opportunity
to confirm
receipt
Payment
goes
through
bank – no
direct
acknow-
ledgement
Query sent
by email.
Opportunity
to update
on progress
and timing
Letter sent
out.
Opportunity
to say more
about the
process
Face to face
contact with
interviewer.
Could say
more about
process to
reassure
Touchpoints
Visa arrives
in the post.
Hugely
relieved and
can now
look
forward to
and finalise
her plans
for coming
to England
Sichin has
details of
her course
and tries to
find out
about visa
application.
Finds the
website
easily and is
encouraged
Sichin
applies
online and
sends
supporting
documents
by secure
post.
Expensive
but can’t
risk losing
them
Payment has
gone
through but
she’s heard
nothing yet.
It’s a big
sum of
money –
hope all’s
OK
Application
and checks
have shown
one of the
documents
is missing.
Sichin finds
this but
more
expense
Contacted
for
interview.
Worried –
biometrics
sounds
alarming.
Anxious
now about
timing – all
taking a
long time
Attends her
interview.
Nervous –
building
intimidates
her. Hope
it’s gone OK
but hard to
tell
Actions,
feelings,
thoughts and
reactions at
each step
 Getting managers
and other staff to
think about how
people think, feel
and act at every
journey step
 Identifying key
points where we
can act to
transform the
experience
 Bringing this to life
to ‘sell’ internally
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35. THE HEART MONITOR
MINISTRY OF JUSTICE EXAMPLE
Objectives,
scope &
journey type
Track the process experienced by
jurors to improve levels of service
Customer
segment
Jurors
Moments
of truth
© Oxford Strategic Marketing
Key Journey
Steps
Key Journey
Steps
Post trial
Receive
summon
s
Jury
selection
In court
pre-trial
In court
– during
trial
Deliber-
ation
Delivery
of
verdict
Key journey
steps
Comms:
Ensure follow-
up letter goes
out re
sentencing
Comms:
Manage
expectations
Channel:
24 hour access
Customer face:
Explain delays
Environment:
Make the wait
as painless as
possible
Process:
Simplify
expenses
system
Look at time-
keeping
Comms:
Make jurors
aware of role
played by all
the evidence
Environment:
Provide
adequate
facilities
Comms:
Brief on verdict
delivery
Customer face:
Talk to jurors –
stress the
importance of
what they’ve
done
Levers for
solution
hunting
Great
+100
-100
Poor
Customer
Satisfaction
Rating
Receive letter
– looking
forward to it
Easy to
change date
by email
Judge was
‘professional
’
Slow
selection
process
Judge
thanks jury
– much
appreciated
Locked
in
No
preparation
for
delivering
verdict
Finishing
was a relief
Not sent
information
about
sentencing
Only small
amount of
evidence
useful
Trial was
impersonal
Late start
most days
Expenses
‘a hassle’
Victims
family start
to cry –
‘lowest
point’
 Expressing a journey
in a highly visual
way that can engage
and motivate
stakeholders
 Identifying the highs
and lows of the
experience
 Clearly highlighting
the areas where we
need to take action
most urgently
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36. Generating a picture of the customer journey is a valuable way to
understand how customers experience public services
Levelofsatisfaction
Reporting
the crime
Before the
trial
At court
After the
trial
NeutralPositiveNegative
Police
investigation
Reported
crime
immediately.
Police ‘very
good’ – told
him what to
do and who
was coming.
Felt secure
Identity parade. No
coaching, no
reassurance wouldn’t
meet attacker
Barrister not
very confidence
inspiring
Drove him home - grateful,
but didn’t feel like standard
service
Would report a crime again, because found
out defendant had been held for 5 months.
But court experience was a ‘waste of time’
Received call from
detective
Gave statement
in police car –
felt were
‘helping him’
Drove around
looking for attacker –
‘waste of time’ as in
marked car
Had to go to the
detective –
‘foreign
territory’. Police
station
‘disconcerting’
Gave formal
statement.
Worried
whether
justice would
be done.
Detective
seemed
‘dim’.
Changed the
statement
into his own
words
Phone
conversation
s with
detective –
‘kept in
touch’
Called up to
identify
criminal on
computer
system
seemed
‘efficient’
Identified attacker
– ‘felt good, this
will be
straightforward’
Few days
before trial,
still no
information
on process
Called Witness
Service as
wanted to
speak to
barrister. Told
to arrive early
on the day.
Seemed
‘disorganised’
Pack from
Witness Service.
Personal contact
became formal.
No information
about process
ahead
Case
submitted
to CPS.
Unclear
where
next
contact
from. Had
to ask
detective
Didn’t see
barrister,
and
detective
late
In
locked
witness
room –
‘cut off’
Little contact
with anyone
– only
detective
Didn’t go into
court at all on day
1. No information
on why. Lack of
information most
frustrating thing
Witnesses
have to be
flexible but
judges aren’t
(lunch 12-1).
Annoying
Food terrible –
had to go out
Told to come
back next day.
Not a big
problem
Asked to
see
barrister
again. Did
– but he
wasn’t
informativ
e
Called - court
room an alien
situation. From
a tiny room to a
theatre.
Everyone else
in the know
Judge asked if
he would like to
sit – only
introduction
Jury is a ‘sea of
faces’
Accused
got off
Got off because he had been
identified on computer
system before line-up
(which made evidence
invalid. Police knew this was
a problem, so why didn’t
victim?
Other reason was that a
detail of appearance had
changed. Frustrating, ‘knew
it was him’
Only communication with
detective. Happy to explain
situation
Detective told him ‘You should
have said…’ Too late now
Detective gave him
background to
accused: first
offence, had been
held since arrest.
‘Felt a bit better’
Worried attacker
could come to house
September
March
Source: DCA
Customer journey through court: Victims of crime
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37. Monday, 8 July 13

38. Your Organisation
Exercise 1 - page 3
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39. •Questions
•Frequency
•Who will collect
•How will data be collected
•How will it be actioned
Exercise 3 - page 11
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40. Why do we
need
satisfaction
data?
Exercise 2 - page 5
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41. Why?
•Listen
•Enhance profit
•Retention
•Comparison
•Research
•Venting
•Targeted
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42. Problems
•Too many
•Respondents
•No action
•Link to profit
•Disguised Marketing
•Pain
•Targeted
•Why?
•The butt brush
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43. 90%of
companies refer
to customer
satisfaction in
their mission
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44. Survey Success
•Define your goals
•Keep it short
•Right type of questions
•Specific questions
•Scale - easy
•Start easy
•Test it
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45. Addressing rising customer expectations
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46. Using Customer Databases Daily
One-to-one relationship selling is the oldest game around, but if
you're not working it in conjunction with a well-maintained
customer database, opportunities are slipping by.
Silverman's, a men's-apparel chain in North and South Dakota,
has a close enough relationship with customers that its database
is filled with up-to-date information about individual shoppers'
sizes, buying habits, and preferences--even products they
tried on and didn't buy. Salespeople use the information to
help friends buy gifts and to follow up on big sales; a self-
generated computer report two weeks after the sale reminds the
salesperson to call and check that everything is satisfactory.
"Most customers would rather stop shopping at a store than
take the trouble to complain," says third-generation clothier
Stephen M.Silverman.
The marketing department uses the database to target its efforts.
It produces a simple postcard announcing the arrival of, for
instance, bathrobes made by a prominent designer. The
computer selects customers who have previously purchased
the designer's merchandise and have not purchased
bathrobes in the past year. Silverman says that such targeted
mailings typically elicit a 25% response rate in four weeks for
his business—and that's with no discount.
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47. Measurements are key. If you cannot
measure it, you cannot control it. If you
cannot control it, you cannot manage it. If
you cannot manage it, you cannot improve
it.
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48. 48
Process
Step
Activity Processing
time - Hrs
Cycle Time
- Hrs
1 HR inform manager of employees appraisal due
date
0.2 0.3
2 Managers informs staff member to complete the
appraisal form online
0.05 24
3 Employee completes form 1 48
4 Employee emails form to manager 0.05 1
5 Manager reviews form and completes his
comments
2 24
6 Undertake the appraisal 2 72
7 Manager updates appraisal 1 48
8 Manager circulates form for approval from
senior manager, copy to HR and employee
0.05 96
9 Manager files appraisal for future reference 0.2 24
Total 6.55 337.3
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49. There are 12 cornerstone tools to streamlining, and they are applied in the
following order:-
Bureaucracy elimination
Duplication elimination
Value-added assessment
Simplification
Process cycle-time reduction
Error proofing
Upgrading
Simple language
Standardisation
Supplier partnerships
Big picture improvement
Automation and/or mechanisation
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50. Value Added = Value after processing - value before processing
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51. Contribute to
Customer
Requirements
Necessary to
Produce Output?
Activity
Contribute to
Business
Functions
Activities That Must be Performed
to Meet Customer Requirements
Activities That Do Not Contribute to Meeting Customer Requirements. These
Activities Could be Eliminated Without Deterioration in Product/Service
Functionality
No
Yes
No
Yes
Yes
No
Real Value
Added
Record Order
Type Policy
Research Data
Record Claim
Business Value
Added
Record Data Received
Order Forms
Update Personnel Records
Prepare Financial Reports
No Value Added
Review and Approval
Rework
Movement
Storage
Value-added assessment
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52. How to undertake a value added analysis
Step1 Define the Process
Step 2 Define the customer requirements
Step 3 Redraw the Process with value-added steps only
Step 4 Rationalise the difference between actual and
theoretical
Step 5 Construct an action plan
Step 6 Implement changes
Step 7 Test for Success
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53. Ongoing stock levels £20 million
Cost of catalogue production £2.5 million
Order new ranges
Undertake print run
Organise photographic
shoots
Decide on new range
Formulate catalogue
Distribute 50,000
catalogues
Sales Agents take
orders
Store product
no
Is product
available
Deliver to customer
Order Product no
Approve 1st
print run
Yes
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54. Monday, 8 July 13

55. “Re-engineering is the fundamental
rethinking and radical redesign of
business processes to achieve dramatic
improvements”.
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56. Processes
PROCESS EFFECTIVENESS
PROCESS EFFICIENCY
PROCESS CYCLE TIME
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