When things aren't getting done at the lowest possible cost, then we need to focus on improving the efficiency of the process
Improving Process Efficiency
One secret around improving process efficiency, is not to focus too much on efficiency. Six Sigma has gotten a bad reputation in many organizations in large part because the extreme bias toward cost reduction that characterized the deployment of most programs. Cutting costs in isolation is A) Usually an illusion that doesn't materialize in the end, B) Demoralizing for staff, and C) Often increases cost somewhere else. In short, cost-cutting should ideally be the LAST alternative- not the first.
If you follow our address the first six of our Seven Pains
and make a process reliable, improve its quality, utilize people properly, make it predictable, make it fast, and make it satisfying, you'll rarely need to worry much about decreasing cost.
When it is
the right time to focus on reducing cost, we like to use a Six Sigma tool called the CT Flowdown for expense drivers, and Inventory modeling for expenses, assets, and liabilities. In a supply chain, inventory in its simplest form is just "stuff" flowing into and out of a "system." Extensive academic and analytical research has resulted in myriad tools and algorithms associated with Inventory optimization.
Businesses can be viewed as systems that process money, as can Government organizations. Funding flows in through various channels and money flows out in terms of expenses, investment, and payables. With minor adaptations, we identify opportunities to streamline the organizations finances with very similar concepts, tools, and techniques that manufacturers use to manage inventory.