By: John A. Goodman
Translate your customers’ journey into financial data to drive business results.
Lean Six Sigma (LSS) practitioners often are starved for the resources needed to attack the full range of opportunities they identify.
Most LSS analysts justify projects with cost savings, but that strategy limits the type and number of projects that get funded. A much more compelling business case can be made by augmenting cost savings justifications with topline revenue and word-of-mouth (WOM) impact, which typically is 10 to 20 times the cost invested.
In his 1992 book, The Quality Secret, author William Conway first suggested that lost sales are the largest form of enterprise waste.1
This article explains how to quantify the revenue and WOM implications of LSS projects across the entire customer experience (CX).
