Overview of how feedback is used to improve processes

1. Continuous Process Improvement
Matthew Rees
Business Transformation Manager
July 2006

2. A process takes an input from a customer (or
supplier) and produces an output for a customer
Input Process Output
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
Outputs can be services, e.g.
a repaired pavement, or
information, e.g. library
opening times

3. 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

4. Giving feedback on the inputs enables the
suppliers to improve their quality (as we judge it)
Input Process Output
Give feedback
on the inputs

5. Requesting feedback on the outputs allows us to
continually meet customer needs
Input Process Output
Give feedback
on the inputs
Request feedback
on the outputs
Use the feedback to
improve the outputs

6. Identifying ways to reduce the inputs where these
add little value, e.g. enquiries, reduces costs
Input Process Output
Give feedback
on the inputs
Request feedback
on the outputs
Use the feedback to
improve the outputs
Identify ways to
reduce the inputs

7. These three additional processes ensure that we
continually maintain quality and minimise costs
Input Process Output
Give feedback
on the inputs
Request feedback
on the outputs
Use the feedback to
improve the outputs
Identify ways to
reduce the inputs

8. 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

9. 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

10. 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