No, you don't want to become an automaton -- and your employees don't want to be treated like robots. Work should not feel like a treadmill.
But the more consistent you can make your day-to-day operations, the more energy your organization can invest in delighting your customers. Consistent processes mean that you are not putting out the proverbial fires -- and instead can focus on continuous improvement. Consistent processes mean that you are not having to personally oversee every service your employees provide - and instead can invest in business development. Consistent processes mean that you are not in react mode -- and instead can be proactive (and arguably, less stressed!). Variability is correlated with waste.
There are three keys to consistent processes.
DEFINITION -- what is the process supposed to look like? This can take the form of a checklist, a flow chart, or even computerized prompts. The better defined the process, the clearer it is to make consistent.
MEASUREMENT -- how do we know the process is being done well? This does not have to be an elaborate statistical process control system (but it can be). You may have performance targets that communicate your expectations for productivity. You might use quality measures that will position you to pursue continuous improvement in your processes. Without measurement, you have no true visibility into the process.
FEEDBACK -- are the performers in the process clear on your expectations AND their performance against those expectations? You have defined the process and metrics, but if you're not acting on them as feedback tools, the process consistency will erode.
In this manner, rather than create a treadmill environment, you are giving your employees clarity and autonomy and accountability -- and are providing your customers with consistent service.