Here’s an interesting view of Six Sigma and it’s role or should I say “non-role” in customer-centric environments.
Let me quote a good part of the article:
The subject is six sigma. In customer-centric environments. Where it doesn’t belong (unless we’re considering the shop floors of line manufacturers to be “customer-centric”). So let’s cut right to the chase and explain why.
First, business process has two basic components:
Workflow: how work (and information) flow from function to function (or person to person within a function)
Work process: how individuals within a function perform their workIn front office and support staff and service company environments—unlike in line manufacturing—workflow is the dominant component. But in line manufacturing—especially through a six sigma lens—work process is the dominant component. Ergo, we have two very different workplace environments. And it’s not too much of a stretch to call them diametrically opposed in business process terms.
Now, where does customer-centricity play out? Primarily in front office and support staff environments. So why would we use a business process improvement methodology designed for manufacturing in the front office and other variable environments—especially customer-centric environments, which are the most variable of all? Beats us.
For me, customer-centricity is a culture—a general mindset—and as such it pervades the whole organization. Thus, I believe you cannot separate one department and call it as the only customer-centric entity in your organization.
Now, how that organization position its processes to achieve that customer-centric culture or environment is up to them. The organization could use Six Sigma, Lean, Kaizen, TQM, etc. It shouldn’t even matter.
What’s important is that you’re producing high-quality products and services, and satisfying the needs of your customers.
