Internal customers are everyone inside the organization that we deal with everyone has internal customers and everyone is someone else's internal customer to see POC is a concept taken from Quality Management. It describes the relationships between the various stages of our work in doing this, it helps us to see relationships that shift with work or communication flows sybok stands for suppliers inputs process that your bid outputs and customers. The first step is to define process. This is what you do to add value. This is your job to secondary to define his outputs. What Is it that comes from what you do.

The third area to define is customers who will use the app what you have created. The four or five have to define is the inputs. What do you need for your process. The fifth area to define is suppliers. They can be external to your area or organization, or the department or person just before you in the production line. The arrows show the flow of product or service that run through your C pop chain.

Let's do an example of this flow so you can see how this works. Let's do feeding the dog. The steps in your process are open the cupboard and get the dog food. Get the dog ball. fill the bowl with the prescribed amount call the dog to eat. having achieved this part of the process is complete.

The outputs from our process are different will eat an empty the ball. The dog will now fertilize the garden and put a now complete so let's define the customers. The dog who depends on the quantity and quality of the food. The garden which depends on the level of fertilization, the family who now have a happy dog and a healthy garden. The inputs for the process include, go to the shop, buy the food for the dog, bring the food home or have it delivered. store food in the cupboard for the process to begin.

The supply here is the grocery store, supermarket or pet store where you have purchased the dog food. The nature of these relationships is not permanent. They often change depending on the flow of work, information or service provided. Our customers tell us hopefully about our outputs. They tell us that it is or isn't fit for purpose, that the quantity was right, that it did what they required. This feedback can be used to define our appropriate output quality and quantity or output standards.

So this time we become the customer using the feedback as an input to inform our process. To ensure a process runs well, we also need to standardize our inputs. We share the standards with our supplier, which allows them to adjust and better provide us with what we need. When they get our standards feedback, they become our customer using our output. Listening to and providing the different feedback with those around us, allows all of us to do better. Here's an example to explain what we mean.

Your human resources or people and culture team supplies you with accurate information about your leave entitlements. But they can only do that if you provide them with accurate information about what leave you've already taken and when you plan to take your next slave. So you With the internal customer of the HR team providing them with information about your leave, and they are your internal customer supplying you with an accurate statement of what your remaining entitlements are. in your workbook write down all of your internal customers for the most important three list, what do they provide you? What do you supply to them? And how can you improve what you give them to get an improved return?

There are many ways you indirectly influence external customer care before you even look at your own external customers. internal customers essentially control and determine the quality of products and service delivery. Over 90% of problems are caused by procedures. Find ways to improve the procedures and your internal customer supplier relationships will improve. Remember, most people are doing the best they can With the resources and systems they have internal customer care has a major impact on improving productivity, how quickly you can get your parts for your machinery how quickly repairs can be arranged. How well rosters can be organized.

How well prepared and organized a department is you can influence the quality of internal customer care you receive by negotiating with your suppliers. Tell them what you need to be able to do your job better. Give them the notice they need. Explain the deadlines. Find the compromises. We recommend you talk with your internal suppliers and customers.

This is one of the most powerful concepts from the sessions. It doesn't create more work. You'll be simplifying arranging, stopping doing things that aren't needed or not doing them in that form. 30% of work is rework and checking. How would you like 20 to 30% of your time and budget back? Well, we challenge you to cut out the layers you don't need a sign On the wall where I used to work red, funny how there's never enough time to do things right the first time, but there's always time to do it again.

Now watch an example of what we're talking about. This is part of a video we've produced called playing above the line. So what did you do? Well, I came up with this idea. What if the order pad had a special section just for things like allergies? That way if anything is written there, Chef knows you have to take extra care.

So what did you do? Well, I need to be more careful with orders and talk to the waiter if I'm not sure. I've also created a list of contents for things like cooking oil, starting with may contain traces of peanuts. If I'm not 100% Sure, I can refer back to it when the orders come in and adjust. So simple. So what did you do?

I started asking questions about how we can solve the problems we all face. As soon as the staff knew that I wasn't looking for whose fault It was things changed. I was thrilled, the staff came up with some brilliant practical solutions. And all I had to do was ask the right way. In this exit, you saw the interdependence of steps in the process of preparing and serving food in a restaurant. You also saw how the manager can influence the service he gets from his team members, by the way he treats them in the next couple of weeks.

Spend some time with each of your internal customers, starting with the ones you wrote down in your workbook, and find out what you can do to make their job easier, so that you can get a more efficient service from them, and give them ideas about what they can do differently to help you do your job more easily. Improving the internal processes and procedures will ultimately benefit the external customer. It's in everybody's interests. Please take a few minutes to review the notes in the workbook and complete the exercises. If you review the notes in a day or two, your retention of The material will increase considerably. Thanks