Today, more than ever, the quest for productivity, quality, and speed has spawned a significant number of techniques and tools: lean manufacturing or service, business process improvement; Six Sigma, total quality management, and so forth. Although the operational improvements resulting from these practices have often been dramatic and impressive, many companies remain frustrated by their inability to translate those gains into superior profitability and growth.

“Determine value from the perspective of the customer,” is the oft-heard mantra from adherents of lean, Six Sigma, and other quality improvement programs. Yet, how often do we really do this? Many times, when we start drawing our value stream or process maps, after we place that customer box in the top right corner of the map, we then go right to the process flow, begin mapping the system, and then start applying tools to it. But, the system serves the customer—indeed it must include the customer—and is the reason why the system exists in the first place.

 …