Grasp the “KNOW WHY” to score!

How do we make the difference? Unhappy employees would not have the motivation to make the difference. Lean six sigma business management philosophy guides us to treat employees as an asset and invest in people. Does this mean that we pay employees more to make the difference?

Two of the key business imperatives for any organization are – building and retaining competitive talent base and delivering extraordinary customer experience.

We need to grasp not only the ‘know-how’ but also ‘know why’ to be able to make the difference. Let’s understand the real value adding three basic aspects.

1. Accept and value differences:

Why? Suggestions and differences of opinion add value and help us revise and review what we already know and what we do not know in the light of further evidence. We should have different opinions however they must not lead to personal differences. If someone tells you that he did not like the colour of your dress. Would that mean that ‘someone’ does not have a sense of colour? It only means that his dressing sense is different, so you should not let it go to your head. We all have different opinions, different sense of colour.

Differences of opinion lead to creating a ‘seriously’ managed suggestion system. All companies would claim that they have a suggestion system. ‘Introspect’. Is your ‘suggestion system’ seriously managed?

In today’s dynamic business environment and over communicated society, we have information about everything. It is like ‘I know it’ however, it is all about competency and inefficiency. How many of us know the ‘doing’ part? Knowing v/s doing. I know how to fly a plane. Can I? ‘I know this’ response to a suggestion would not only kill a bright process improvement suggestion but also discourage employees and will limit people involvement.

2. Respect people:

Why? When you see a group photo that you are in, whose picture will you look for first? Will you not look for your picture first? People, in this world, are more interested in themselves than anyone else. We, therefore, must respect every individual as an individual and not look at them as just a number, irrespective of their religion, relation, colour, sex or hierarchy in an organization. It is critical that people responsible to deliver extraordinary customer experience, also experience similar treatment. We need to understand cultures, not just processes as that’s more important.

3. Create a culture of continuous improvement:

Why? If you talk about a problem and do not have a possible solution; it only means that you are complaining. Lean and Six Sigma are about building human asset with the required training, skills, knowledge and resources to help us develop ‘problem solving ability’. We must create an environment where the people doing the work think about problems and what they can do about solving them. Organizations need to build trust relations focused on helping people to develop the problem-solving capability required for a culture of continuous improvement.

The customer experience has become the most important aspect in achieving success for organizations all over the world. It has become increasingly important for organizations to build and retain competitive talent base to deliver extraordinary customer experience. This is not to discuss the integration of these two business imperatives however it is important to understand how they complement each other. They should co-exist provided an organization wants to make the difference.

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