Lean, Six Sigma, Lean Six Sigma, Theory of Constraints -- these are, depending on your point of view, powerful business design tools, snake oil for sick businesses, or business religions complete with high priesthoods, sects, splinter groups, and loud arguments over how many angels will fit in a swim-lane diagram.
Here's something else they are: irrelevant to an increasingly important category of how modern businesses need to organize work.
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Whether you pick one of these methodologies and stick with it or learn them all as a toolkit, their purpose is the same: designing efficient business processes. Where they mostly differ is in what they mean by "efficient" and what they optimize for: cost, cycle time, throughput, and quality, in differing orders of importance.
The increasing irrelevance of these methodologies is driven by converging trends that make "single-actor practices" (we'll define this shortly) the wave of the future and "process" in its classical sense the wrong way of looking at how work should get done.
This is in large part due to the very nature of processes, which are aimed at establishing a repeatable series of well-defined steps that create predictable results, over and over again. Well-designed processes automate as many of the steps as possible, minimize the expertise required to complete what can't be automated, and crank out lots and lots of identical copies of whatever the process has been implemented to achieve.
Most organizational process theory finds its roots in Henry Ford's factories, having been developed, perfected, and codified by manufacturing giants such as Toyota and General Electric. In other words, they're geared for mass production.
But mass production, in case you didn't notice, is increasingly performed offshore, except when it can be achieved in a "perfect factory" -- a factory that employs one man and one dog, with the man there to feed the dog and the dog trained to keep the man from touching anything.