Page 37 - Early Winter 2014

In the last article on this topic, “The Power of After the Process Map, The POWER of Process Improvement – Part I,” (Fall 2014, pg. 32), The Next Steps So, now that we’ve done our Process Maps and uncov- we discussed how your resort can evaluate the effec- PROCESS useful exercise called Process Mapping. To refresh your lyze and answer the ultimate question: How effective tiveness of its existing operations by engaging in a very ered all kinds of good information, it’s time to ana- memory, a Process Map is a graphical representation are our processes? Moreover, what metrics determine if our processes are effective? This is where design and of every sequential step in a specific process, which allows you to get an objective view of how your resort evaluation become more complex. Remember, we’re IMPROVEMENT operates (Figure 1). talking about the specific ways in which we deliver an Sometimes a general look at your process through experience to the resort guest. this lens helps you identify strengths you can build on We all get a bit jaded at times, but if this all and not-so-obvious shortcomings you need to address. seems a little too much like naval-gazing, you may After you’ve reviewed a Process Map with your team, I recommend grabbing all the low-hanging fruit you want to do what I do to remind myself of why we’re in this business: think of the mother or father work- can (i.e., the most apparent issues that need to be ing fulltime and dreaming of the weekend or their fixed), but don’t forget there is a whole tree of oppor- once-a-winter family vacation. Whether they’re plan- tunity. This is the time for taking an even closer look ning a weekend or a weeklong family getaway, they’re at your operations and processes to uncover informa- daydreaming about spending time at YOUR resort. tion that can lead to positive change—and possibly Your resort is their escape from reality, where they results you never imagined possible. can have a great memorable experience with their In this second article, we’ll analyze an actual pro- family. Will your process live up to the expectation? cess using tools that are implemented not only in The answers to those questions are the metrics the Terrain-Based Learning program at numerous that determine an effective process. They’re the results ™ resorts, but also by various experiential companies that matter most. We have great tools such as Net outside our industry. If you’re striving for transpar- Promoter Scores (NPS) that allow us to measure our ency and awareness of any and all processes in your guests’ perceived value of what we offer and their operations—which, I would argue, is imperative to intent to recommend us—and along with our resort the sustained success of any ski resort—engaging in partners we use these tools all the time to great effect. a Process Improvement exercise is something you But while the NPS is a valuable metric, it is a lagging should do on an ongoing basis (at least once indicator; it can show you how well you’ve done, but each season). not how well you could do. It’s a measurement of the Bear in mind that Process Improvement is a vast past, not the present or the future. topic, and these are not the only tools you can use to There is a tool that is proven to have a strong leverage that endeavor. That said, even if you use only correlation of intent to recommend: Process Cycle a few of them, you should be able to recognize what is Efficiency (PCE). This concept is the backbone of the right or wrong in your process right away so you can Terrain Based Learning program and is used on expe- get to work on a solution immediately. riential designs worldwide. In fact, “the most magical Figure 1. High-Level Process Map: Adult Group Lessons Start Ticketing Rentals Wait Lesson End 8:45am 9:00am 9:30am 10:00am w w w. n s a a . o rg EARLY WINTER 2014 | NSAA Journal | 35 NSAA Early Winter 2014 prepressed v5b.indd 35 10/29/14 6:08 PM