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Challenging Traditional Process Thinking
1. consulting | research | contracting
Challenging Traditional Process Thinking
BPR vs. CEM
Swati Saigal
Senior Process Consultant
Megan Menasce
Senior Process Consultant
17. 17
You may be doing stuff right,
but are you doing the right stuff?
Six Sigma
• Fixing problems. Doing Stuff Right.
Structured approach to Define, Measure, Analyse, Improve and Control process.
• In a typical example - people may not be filling in a form correctly. Six Sigma understands how often,
where and what could be done to improve the accuracy of the form.
Lean
• Similar to Six Sigma however goes a stage further in removing waste associated with form
completion by removing unnecessary steps and sometimes as a consequence negates the need for a
form entirely. In doing so occasionally, but not by design, stumbles onto doing the right thing.
• Both Six Sigma and Lean don’t challenge directly whether the form helps to achieve a Successful
Customer Outcome.
CEM and
Customer
• Asks whether the form contributes to the achievement of the Successful Customer Outcome.
If it doesn’t, we stop doing it. It is typical to find that a massive amount of work in a CX examined
process becomes unnecessary and in doing so frees up scarce resource, improves service and gets
more done with less.
19. 19
How then can CEM and BPR co-exist?
Customer
Needs
Operational
Efficiencies
Operational
Efficiencies
Operational
Efficiencies
Operational
Efficiencies
Operational
Efficiencies
• CEM will then be used to design
the appropriate interactions,
• CEM looks at a wider
end-goal focus of
customer needs
• This then requires
operational changes
to fulfil customer
expectations
supported by BPR to optimise
those processes further to be
more cost effective (without
negatively impacting the
customer experience).
• i.e. Understand what you are trying to achieve, then use the tools appropriately
