Why do professionals working in process improvement find the transition from manufacturing to service sectors so challenging? Is it simply down to cultural differences or is there more to it? Can the practices and principles of continuous improvement be transitioned across the different industries successfully?
Over the past 10 years, I have witnessed differing levels of success when service organisations have attempted to implement Operational Excellence tools, techniques and methodologies which originated in the manufacturing sector. From fantastic performance improvements, at one end of the spectrum, to a decline in customer service at the other. The reasons for success and failure are varied but I have summarised some of the key reasons why I believe that these tools, techniques and approaches work in some service environments and not in others.
As the spectrum of different types of services is wide and variable, these reasons are generalised and should be seen as a summary and not definitive.