| Although both Six Sigma and Lean Flow
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| | customer-centered organization that
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| have their roots in manufacturing, it
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| | delivers the right service at the right
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| works just as effectively in service
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| | time. Proper training in Lean Six Sigma
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| industries. Much of the U.S. economy is
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| | for service industries gives your people
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| now based on services rather than
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| | the knowledge of tools and methodology
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| manufacturing and many service
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| | required to achieve significant long-term
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| organization managers are wondering how
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| | service improvements.
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| they can achieve the tremendous process
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| | Service managers trained in Lean Six
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| improvement benefits of Lean Six Sigma to
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| | Sigma become skilled at advanced process
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| their service organization. Many service
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| | analysis and problem solving techniques
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| organizations have already begun to blend
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| | relevant to the real world of service
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| the higher quality of Six Sigma with the
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| | environments. They learn basic techniques
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| efficiency of Lean into Lean Six Sigma.
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| | to apply Lean to transactional and
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| The effects have been significant and
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| | administrative processes. They lean to
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| long-lasting.
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| | identify and eliminate poor
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| Service organizations have different root
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| | decision-making processes, standardize
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| causes of problems and a unique set of
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| | practices, reduce cycle times and manage
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| processes and metrics. As a result, the
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| | the risk of the extensive changes
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| tools and methodology required to achieve
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| | required for breakthrough process
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| the improvements of Lean Six Sigma are
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| | improvement in people-oriented
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| significantly different. While problems
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| | transactional processes. Successful Six
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| in the manufacturing setting may lie
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| | Sigma services projects will lead to the
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| within a process, the issue in a service
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| | reduction of lead times, the streamlining
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| environment is often the process itself.
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| | of processes, and the holding down of
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| Services are full of waste--and ripe for
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| | costs.
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| the benefits of Lean Six Sigma. It is
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| | The general goals of any Lean Six Sigma
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| easy to apply relatively simple
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| | project will be reducing process cycle
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| statistical and lean tools that will
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| | times, improving on-time delivery, and
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| reduce costs and achieve greater speed
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| | reducing costs. By focusing on
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| with less waste in service processes.
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| | eliminating non-value added waste in a
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| There are numerous real world examples
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| | process, Lean Six Sigma will help a
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| that demonstrate how Lean Six Sigma can
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| | service environment become a
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| be used in service organizations just as
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| | customer-centered organization, gain
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| effectively as in manufacturing with even
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| | control over process complexity, and
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| faster results.
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| | improve performance and response time on
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| In a service organization, the critical
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| | signature services. This is accomplished
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| factors in quality and efficiency are
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| | by the use of Six Sigma statistical
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| flow of information and interaction
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| | techniques to understand, measure, and
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| between people, especially interactions
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| | reduce process variation with the primary
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| with customers. Transforming the process
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| | goal of achieving improvements in service
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| of these flows and making them lean will
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| | product quality, performance and cost.
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| yield quality results. Analyzing and
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| | Lean improving the speed of customer
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| modifying human performance in service
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| | fulfillment and reducing process wastes
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| environments is complex, but Lean Six
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| | along the supply chain while Six Sigma
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| Sigma provides the tools and methodology
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| | improving the consistency of service
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| required to achieve significant long-term
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| | performance and service quality.
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| improvements. At the heart of every
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| | You can overcome resistance to change and
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| service business are the opinions,
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| | lead an effective implementation when
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| behaviors and decisions made by people.
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| | managers in your organization have
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| Analyzing and modifying human performance
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| | learned techniques to maximize
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| in service environments is as complex as
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| | productivity after a new process is in
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| any manufacturing situation.
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| | place. By developing a solid
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| Lean Six Sigma achieves documented
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| | implementation plan you establish control
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| bottom-line strategic business results by
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| | measures and processes to ensure that
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| initiating an organization-wide culture
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| | Lean Six Sigma improvements endure and
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| shift. Until a process focusrather than a
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| | that efforts remain closely aligned with
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| task focusis developed, the scope and
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| | business strategies. Documenting the
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| endurance of any service improvements
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| | project is very important so that the new
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| will be limited. Success is achieved by
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| | procedures and lessons learned are
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| training members of your organization to
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| | maintained and provide concrete examples
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| understand the basics of becoming a
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| | for the organization.
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