Six Sigma In Service Industry

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    Hi All,
    I am doing a research in analysis and implementation of Six Sigma in Service Indusrty. Can any one please guide me which is best book to read which give inside of six sigma in service industry with some good case study and literature
    second can you please tell me which will be best tools to use for Analysis  & Implementation of Six Sigma in Service Industry.



    Sid (vicious),
    I’m not real big on reading, so I can’t help you with your first question.  But regarding what tools to use, here’s my opinion. (for improvement projects)

    Pareto (lots of them)
    Process maps (at least 3 levels)
    MSA Gauge RR (always interesting, usually I have to do some work here first)
    FMEA (mainly for risk assessment)
    C & E diagram (fishbone) (In service it gets people on board and points you in a direction)
    Hypothesis tests
    Control plan – charts
    Lean –ish

    Poka Yoke
    (#) Why and What
    I have found that DOEs and Regressions have place, but most of the improvements are low hanging and can be answered with more simple tools.
    Pet peeve – People using the tools for the tools sake.   Questions should lead, tools follow.



    Unlike Stevo, I actually read the “crxp” that is currently being published as Six Sigma for Service, Transactional Six Sigma, Six Sigma in Transaction and Service Environments etc. I have to, but could savee a lot of money without it.
    Anyway, the only books that I have found to be somewhat “realistic” about six sigma in service/transactions are the three books by George (click on the George Group icon). There will be plenty of disagreement on this site … it won’t take long :-))))).
    Ehrlich (Transactional Six Sigma) is old and at best a Green Belt general level intro to six sigma. No connection to transactional six sigma other than the title.
    Goel, Gupta, Jain, Tyaji (Six Sigma for transactions and Service) is purely “theoretical”. These guys have obviously never worked a project, or none of that ever made it into the book. I believe there is a Praveen Gupta posting on this site. Maybe he/she can enlighten you as to what the book has to do with transactions other than summarizing general business knowledge.
    Haik and Roy – same thing. They write endlessly about stuff that you can read in other six sigma books and call their book Service Design for Six Sigma The same holds for Yang – Design for Six Sigma. All of the them are overprized.
    Akpolat’s book Six Sigma in Transactional And Service Environments has a whopping 154 pages of general Six Sigma bla blab for 99.95 (don’t hold your breath).
    I think Stevo should write a book and keep it short and concise :-). Or maybe his post just summarizes everything you need to know :-).


    Chris Butterworth

    Six Sigma Beyond the Factory Flooor by Ronald Snee and Roger Hoerl was a good read as well. 
    For case examples, plenty of stuff on the net – just google.



    Explain what you’re trying to accomplish.
    My experience doing SS in a service / transactional organization has been interesting.
    Hear are a couple of opportunities to pursue before SS;
    1. Most service organizations have a limited number of people with formal process / operations experience.
    2. Given the few number of people with process / ops experience, existing metrics are typically awful.
    3. So you have people with limited experience and metrics running an op.
    4. Not having metrics and having to create a data collection process for projects to get metrics is time consuming and costly. Consultants love this chi ching.
    I like to first start by providing formal business process management training to the process owners.
    During the training they learn and gather 6 fundamental process metrics. They also learn how the metrics affect one another.
    They also create process maps and learn simple process analysis techniques.
    We do a bunch of other stuff as well but I’m keeping this short.
    The result is that you end up with people who understand their processes and key metrics to manage their processes. Now that metrics are in place and now that managers understand their processes better, six sigma projects can be cranked out quickly and a lot of the change management stuff you don’t have to worry about because the managers understand what’s going on.
    This is real brief, there’s more to it but you get the point. Making changes to a process that no one knows how to manage is mute and unsustainable.
    The majority of lean and six sigma materials never talk about teaching managers how to use key process metrics to govern and understand their business.

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