Recently, Six Sigma efforts have been focused on service processes. One reason is that these processes consume a large portion of a company?s operating margin. It is only natural then to measure, modify and improve them.
Typical problems in service processes is the selection of Qualitative and Quantitative Measures appropriate to the business and the service process being improved.
Let’s look at this example.
Quantitative measures for service processes, especially those related to time taken for completion may be very important in a fast food restaurant. However in a gourmet restaurant, the same fast service may be seen as a negative indicator since what they may want to serve is a relaxing slow dining experience rather than been seen as trying to get you out of there as fast as possible.
Another issue is the careful selection of what a defect is ? qualitative or quantitative. When talking about quantitative measures, the definition of a defect is even more context-sensitive.
Newspaper delivery in the morning is expected within a certain cutoff time. Beyond that time, it may not be useful to have morning newspapers delivered. On the other hand, postal mail that shows up in your mailbox needs to be timely as in today vs. tomorrow, but may not be tied to a specific time during the day in most cases.
To ensure a sensible Six Sigma measurement in Service Processes, here are four considerations.
1. Right level of measurement
2. Accounting for variability
3. Righ emphasis on quantitative v. qualitative measures
4. Interpretation and Management Support for Change
Read more Six Sigma In Service Process Management
