Applying Six Sigma to Corporate and Marketing Communications
A point of view can be a dangerous luxury when substituted for insight and understanding.
Marshall McLuhan
Part I
In many organizations, corporate communications professionals are being asked to develop systematic approaches to measure, analyze and improve the processes employed in formulating and executing strategic marcom and communications programs.
The same rigor that is applied to roles such as chief financial officer or chief information officer can and should be applied to the communications function. By applying a few, fundamental principles, you can transform and greatly improve your strategic results.
Six Sigma methodology can help bring about that transformation. The practice is based on rigorous process-tracking to improve operational and performance efficiencies. Each engagement is called a Project with tightly defined parameters and metrics. The methodology is designed to help reach optimal outcome and maintain that performance.
The practice segued from manufacturing into functions and services such as human resources and banking years ago. Its application to the communications function is relatively new yet it has already proven an ability to provide significant results in building and sustaining successful, performance-driven communications programs.
Communications managers in companies such as Honeywell, GE and Bank of America have taken such systematic approaches and found that it strengthens their functions in a myriad of ways. It improves productivity, adds value to the product, and increases the impact of the communications function and the success of the enterprise. And an added benefit: it enhances the relationship between the communications group and other functions within the organization, not to mention better budget rationalization and increased involvement in overall corporate strategy.
Given all the benefits, you might think the introduction of such programs and practices would be warmly welcomed. They’re not, and the first step for many communications executives may well be to overcome inborn resistance to such processes within their organizations. The executives should be prepared for resistance from those who maintain that communications is more an art than science, and can’t be bothered with pedantic, constricting and time consuming process tools, or those who are so busy producing results they have no time to step back and determine if they are producing the right results.
Using Six Sigma-based process improvement a wide-range of companies have realized significant results. Here’s how:
Underlying Principles
A few key principles should be acknowledged up front:
• All work occurs in a system of interconnected processes
• Variation exists in all processes
• Understanding and reducing variation will improve any process
Six Sigma and Corporate Communications
Application of the methodology evolves to meet the needs of the specific process and function. Those already familiar with Six Sigma will recognize that some of the terminology and methodology typically employed does not apply to the communications function. To make the process more accessible, I adapted the tools to develop Communications Process Improvement (CPI). CPI analyzes, streamlines and improves performance dynamics across the entire communications value stream in areas such as consumer/customer needs; business requirements; CEO expectations; media agendas, etc. The tools and philosophy of continual improvement will drive higher yield results and help eliminate non-value added work thereby increasing productivity.
Primarily outcome focused CPI involves upfront work aligning strategies, objectives and desired results with the business plan and maintaining and exposing the results on a regular basis.
CPI Defined
CPI involves breaking down and mapping out the steps of any communications program, strategy or tactic to clearly understand the desired outcome, define the potential for error and ensure that the process is optimized for better performance.
One of the more important aspects of CPI is the focus on an optimal outcome determined by understanding customer needs/expectations. The customer’s “critical to quality” (CTQ) requirements help define the strategies and tactics necessary to achieve the optimal outcome.
Determining these CTQ’s involves more than simply asking the client what is important. It involves asking “why is it important”, sometimes as many as three times until no additional insights can be found. The first attempt may not yield the true result that will have the greatest benefit, but is simply a reaction to a deeper issue.
The corporate communications function serves a wide range of direct and indirect customers including media, industry and financial analysts, employees, the community, end user customers, and other stakeholders -- anyone who is a target to receive and ultimately understand and act on the message.
The tools used to measure those results are not necessarily the typical historic data analysis used by manufacturing. CPI involves ranking importance of results based on detailed input from stakeholder customers, and then measuring results to ensure the process is driving the right results, behavior or other requirements to benefit the business.
Once the project or area of focus is selected, the process steps in CPI are similar to those of the Six Sigma processes such as DMAIC (define, measure, analyze, improve and control).
Audit – determine customer requirements and strategic intent – Why are we doing this?
Define the issue – ask “why” at least three times
Identify clear customer needs – areas that they deem critical to success
Ensure customer needs are really the most important to success, or determine if additional counsel and alignment is necessary.
Assess – map out current process steps and outcomes – How are we doing this?
Break down and map out the current process
Develop a cause and effect matrix
Use a SWOT analysis if necessary
Evaluate – determine key measurements and benchmark – How do we know we are successful?
Gather data to determine trends and issues
Define factors that most impact process
Identify sources of greatest variation in the process – “defects”
Improve – determine ways to streamline, cut or improve the process – How can we do this better based on the data we now have?
Use data to screen out most important factors for improvement
Design improvements
Implement improvements
Monitor – develop systems that will allow for regular review and adjustment as necessary – How can we ensure we remain focused on improvement?
Develop plan to ensure and monitor success
Define areas of potential weakness in the process
Monitor those potential vulnerabilities on a regular basis