Everyone says they want to make customers happy. As we examine how the customer
interacts with the process, we can begin to imagine changes we might make to simplify
what the customer had to go through to rent or return a car. we highlighted the customer process. We already considered this, indirectly, when we developed
our Scope Diagram, but with a BPMN diagram, we can study it in more detail, looking at the actual flow of customer activities, where the customer has to wait, or where
he or she might encounter problems. If we want to improve the customer’s experience,
we need to examine exactly what the customer has to go through to interact with our
process and then consider how to improve that experience. Obviously, we cannot deal
directly with the customer process—it is what the customer does—but we can certainly
change the business process to make it easier for the customer to do what he or she has
to do, and we can change our process to make it possible for the customer to do things
in a different order. shows a diagram that pictures what happens when the
customer decides to reserve a car. The BPM team worked up several diagrams like this
to ensure that they understood exactly what the customer went through as he or she
interacted with the company.