Can Continuous Improvement Help?
A few weeks ago, I had a lengthy discussion with a friend about an organization to which we both belong. He was lamenting the fact that the organization has been losing members over the past few years. He went on to tell me about some of his ideas to improve the organization so as to increase the number of people participating in the group. One of the suggestions that my friend had was to utilize Lean Six Sigma (LSS) to correct the problems seen within the association. Unfortunately, he ran into a problem that many novice continuous improvement (CI) practitioners face: the urge to use LSS for to correct non-process-related problems. All organizations, be they a business, civic, religious, or any other type of association, are established on basic tenets such as patient care (healthcare) or product production (manufacturing). How those tenets are fulfilled is the actual operation of the institution. The tenets of the association are usually based on philosophy and as such are not appropriate targets for CI. I recommended that my friend focus on the activities related to how the organization operates, especially as it relates to membership and the daily processes and tasks. Hopefully this will lead to a voice of the customer discussion that will bring to light some of the issues related to members leaving. As for the organization’s basic tenets, leave those discussions to the philosophers in the group. How are you helping your employees to work smarter by reducing the amount of time they spend on non-productive activities and correcting errors? If your business processes need a “check-up,” please email me at michael@leadingchangeforgood.com! I’d love to help you get back to a healthy, productive...
Read MoreThe Hidden Waste of Overengineering
A few weeks ago, I purchased a new computer desk. This desk is one of the kind that falls into the category of “some assembly required.” The unit came in three boxes and multiple pieces. In addition, there was a bag of screws and a hex wrench. Each box came with a set of instructions. I laid out the parts from each box and began the assembly, following the instructions. After only a few minutes, I ran into problems. Not only did I have three sets of instructions, each appeared to have been translated and printed in a different country. Set one of the instructions referred to a drawing in set three while set two had no images. Each set had parts A through H, with each A looking different between the sets. Multiple pieces could be used in several positions. Needless to say, I spent all afternoon trying to assemble my new desk. Not only did I spend several hours putting together an “easy to assemble” unit, I was ready to never purchase anything from this company again. This is an example of a product that has been overengineered or overcomplicated. As a practitioner of continuous improvement, these types of processes are very maddening. I see this as an example involving one of the major types of wastes (overengineering). With just a little effort this product, including components and instructions, could be made much more user friendly. A little time spent understanding customer needs can greatly help to reduce ambiguity, decrease service calls, and increase customer satisfaction. Every process should have a very clear objective and method of execution. Some companies, including a certain furniture maker, can learn a lot about how their products are used in the field. The simpler that a process (or product) can be made, the better for all! How are you helping your employees to work smarter by reducing the amount of time they spend on non-productive activities and correcting errors? If your business processes need a “check-up,” please email me at michael@leadingchangeforgood.com! I’d love to help you get back to a healthy, productive...
Read MoreGaining Financial Credibility for Your CI Initiative
Earlier this month I attended a meeting for health care-focused Lean practitioners in the Indianapolis area. While we discussed several subjects, one topic was at the top of everyone’s list: how to financially justify employing continuous improvement (CI) in an organization, especially with senior staff members. As part of the presentation that day, a CI team from a local hospital explained their journey from a limited and obscure function within the organization to one that holds a key role in the eyes of the business. An important part of this transformation came about by changing how project savings were calculated. Early in the program, the CI team determined the value and/or savings associated with a project. This led to several discussions about the validity of the savings calculations. It did not take long for the CI team and management to agree that monetary valuations should be determined in conjunction with members of the Finance Department. This gave the financial validation needed for data presented by the CI team to the management team. The CI program went from an unknown entity to an important part of the organization. This was done, in part, by a joint effort of the CI team working with the Finance Department. Every CI program needs to establish credibility within the business. How has that been done in your organization? How are you helping your employees to work smarter by reducing the amount of time they spend on non-productive activities and correcting errors? If your business processes need a “check-up,” please email me at michael@leadingchangeforgood.com! I’d love to help you get back to a healthy, productive...
Read MoreEngaging New Employees in Continuous Improvement
I enjoy speaking with other Continuous Improvement (CI) practitioners. It is always interesting to see how different companies implement their CI programs. One key aspect of any CI program is employee engagement. It is critical that all employees not only be aware of the corporate CI efforts and its successes, but also understand where they fit in the effort – what is their role? I have heard of many ways to involve employees in the CI program. One company requires all of their employees to attend White Belt training, so that they are exposed to CI (Lean and Six Sigma) concepts. Another organization brought in a team of consultants so that a majority of employees could take part in CI projects in a short amount of time. One of the most interesting proposals I heard involved a way to engage new employees. The company found many small improvement projects in which new employees could participate. This approach has the advantage of teaching participants the fundamentals of CI while they are helping their new teammates improve company performance. Implementing and maintaining a strong CI program requires that everyone in the organization, from the newest employee to the senior leadership members, be engaged in continuous improvement. While not all employees should be Green or Black Belts, everyone should know the basics of CI and be able to support the CI efforts. How are you helping your company to work smarter by reducing the amount of time spent on non-productive activities and correcting errors? If your business processes need a “check-up,” please email me at michael@leadingchangeforgood.com! I’d love to help you get back to a healthy, productive workplace. ...
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