Empowering Employees to Implement Lean Six Sigma for Service

Flexibility and quality are concepts critical to lean Six Sigma for service. Processes that empower employees to tailor the services provided to better meet or exceed customer expectations are extremely powerful towards this end. Traditional customer service models typically include a rigid structure where employees lack the freedom to 'think on their feet'. Instead, procedure must be followed in delivering service. More times than not, the cost of such inflexibility is a dissatisfied customer.

In the process of defining process improvements within a lean Six Sigma for service environment, organizations must depart from traditional structures by enabling employees to provide levels of quality appropriate for diverse situations.

Traditional Service Structures

Within any service-based department or organization, procedures for handling sales and customer-related issues are usually very clearly defined. There may be a specific list of tasks and related paperwork to complete in response to a complaint, for example. If an organization insists all items in this 'checklist' are followed to the letter, the service representative is forced to focus upon meeting procedural demands to a greater extent than making sure a customer's needs are adequately met. For example, if a customer requires help tracking a shipment, yet the service representative is required to cull all forms of contact information before providing service, policy expectations are met while the customer is kept waiting. A situation is created where organizational policy takes precedence over providing service geared towards customer needs, and the employee is powerless to improve the situation.

Employee-Empowerment Service Structures

Employee empowerment is a powerful tool in implementing lean Six Sigma for service strategies. This enables representatives to focus upon and gauge the levels and conditions of service delivered to individual customers rather than follow a rigid set of procedures. Such freedom creates an environment where creative solutions and service quality flourish.

In the shipment tracking situation cited above, a representative from a more flexible environment is empowered to track the shipment's location, make arrangements to expedite delivery or refund shipping costs, for example. Whatever is needed to satisfy the customer and retain their business is more important than following rigid procedures.

Dual Benefits of Employee Empowerment

Although the primary intent is improve the quality of service, flexible service processes benefit customers and employees.

Because obstacles are removed, customers are more likely to receive the information and service they desire within an acceptable time frame. In some cases, service is of such high quality that they receive more than expected, solidifying their repeat business.

Employees can also benefit from the implementation of a flexible lean Six Sigma for service environment as well. There is a psychological factor involved in this type of environment. Corporations that lift constraints on how employees deliver service are essentially validating the expertise of their representatives. By allowing these workers to tailor service as they feel best serves the customer, organizations validate their worth and contribution. An employee that feels valued, in turn, becomes personally invested in delivering consistent quality.