Can someone answer this question? Well yes, I can help. In short it’s what you do, be that individually but mostly in a team, to ensure anyone you serve receives the service you provide in a reasonable time frame with appropriate quality.
Where does that start?
It starts with understanding who your customer is. Taking steps to learn about the customer and what satisfies them. There are some tools available to you to help like Customer Surveys, Customer Interviews, Customer Empathy Maps, Personas and going to see for yourself.
Somewhat lagging but still providing information about the customer and their needs ( which can and are probably changing) is a Net Fitness Score which is an alternative to Net Promoter Score. If you are producing software you can add code to capture data about how your customers are using the application. This is is part of a process called instrumentation that is done to computer programs.
This takes us into the area of measurement. In addition to customer measures, a team can also use other metrics to ensure delivery is just right. By just right, we mean that any feelings of over-burdening (muri) are minimised to ensure that a team can sustainably deliver work.
Here some measures include, service response times (cycle time) for the different types of requests a team gets. Are we able to deliver those reliably. By reliable we mean within the realms of probability and not exact measures. Knowledge Work being naturally variable in nature we tend to defer to probabilities like a Service Level Agreement. 85% of the time we can deliver in 3 days as an example.
In aiming for better on-time delivery you may need to eliminate muda or wasteful activities. You may find amplifying collaborative activities and learning new skills will help. These type of improvements stem from understanding the nature of different requests like demand (high and low periods), expectations of quality and when request are expected to be fulfilled (Cost of Delay).
Another measure is acceptable defect levels, with the aim to reduce these to a negligible level. Defects may need to be balanced with responsiveness. If you require greater responsiveness then Fit for Purpose may mean acceptance of higher failure load (another name for total defects). Responsiveness may also mean less predictability and some work may have an have a wider range of delivery date performance.
If failure load is high, then addressing some level of quality can also have a bearing on on-time delivery. In software development that means ensuring little or no technical debt. High levels of technical debt lengthen cycle times as a team looks to deal with the complexity of software laden with technical debt. Continually reducing and maintaining low levels of technical debt will help maintain reliable delivery. It will also allow innovation to occur because the team is freed from the burden of low quality.
Addressing these and becoming reliable means you will have confidence to communicate service level expectations within reasonable levels of probability. Doing this with appropriate quality will often result in plaudits to the team and reversing what may be many sources of dis-satisfaction for the customer and team a like. Find out what makes your system of work Fit for Purpose. Work hard on reaching that level. Agility will be a natural result.