Using Business Process Reengineering to Implement Lean Six Sigma for Service

Implementing a strategy of lean Six Sigma for service sometimes requires rapid solutions for certain process issues. While Business Process Improvement that continually implements a gradual set of improvements can provide an effective solution, many factors make faster solutions more attractive to service-based organizations. Given the extremely competitive nature of the global economy, organizations cannot afford to ignore the value of a functional, responsive, quality service structure. Since customers have an unprecedented number of choices available, especially with the advent of the Internet, companies must supply quality support to gain and keep their patronage. If an organization is unable meet this demand, a radical change in process may be warranted.

Service environments are unique in that they lack the time and material issues of a production floor. While still responsible for meeting customer needs, the service-industry must look at its personnel's performance and processes issues, rather than machinery, to implement a lean Six Sigma for service plan. One way to improve these process issues rapidly is by using a Business Process Reengineering or BPR approach.

Business Process Reengineering (BPR)

BPR differs significantly from the traditional Business Process Improvement model in that it does not necessarily rely upon existing process as a building block for improvement. In fact, in the more extreme cases, this approach can favor the complete removal, rather than retooling, of an ineffective or wasteful process.

By essentially starting with a clean slate, more creative solutions, or out-of-the-box thinking is possible. Rather than building upon established routines, it is possible to create something new based upon anticipated customer needs, technological resources or the processes of established leaders in quality service.

Implementing Business Process Reengineering

BPR is typically done in several steps. First, the scope and objective of the project must be defined. There should be a clear and measurable goal for the process in question. In a service environment, this goal could be increased sales, a decrease in returns, faster issue resolution, or an increase in repeat sales. Next, resources in the form of customers, employees and even competitors are approached as sources of information. These resources can provide valuable insight into customer requirements, where an organization is lacking in meeting these needs and how to meet them more effectively; all cornerstones of a lean Six Sigma for service organization. With this information in hand, it is possible to create an action plan that bridges the gap between current service processes and the ideal.