Why Continuous Improvement Should be On Everybodys Mind - Lisa Askwith

Lisa Askwith - "Engaging Your People for Success"

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Introduction

Continuous improvement is an ongoing effort to improve all elements of an organization such as processes, tools, products, and services, etc.   The improvements can be small and incremental, or they can be more breakthrough in nature. One of the key issues to grasp is that this is an “ongoing” process so it should be part of the DNA of your company not just an activity that your organization undertakes.  The most successful organizations can instill a culture of continuous improvement. 
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Show Objectives

Today’s we will not only talk all about continuous improvement, I will also review the more interesting and engaging ways in which you can make this part of your culture and staff mindset.  After all Continuous Improvement is an ongoing, consistent effort to improve products, processes, or services, and the reason we are focussing on it is because it reduces waste and increases quality in a business, while also having the opportunity to fully engage your staff and take your business to the maximum level of success.  

Sometimes Continuous Improvement may be a “bad-rap” as being just another process where people are going to critique my department or my work.  The key is to tie the Continuous Improvement process to business needs.   The continuous effort can drive a competitive advantage for organizations that get it right. 

Key Issues
Owner/Manager

1. What is continuous improvement?
2. Why continuous improvement?
   1. Does this process only look at things that are not working?
   2. Why do we need to improve if what we are doing is already working?
3. What level of impact can continuous improvement achieve?

 

1. What areas can continuous improvement be applied?
   1. Areas of possible Improvement
   2. Business Strategy
   3. Business Results
   4. Customer Service
   5. Customer Relationships
   6. Internal Relationships (Employee)
   7. Relationships with Suppliers

 

1. How difficult is it to start a Continuous Improvement process? Is the process complicated?

 

1. Are there existing Continuous Improvement models in place that I can use?
   1. Deming or Shewhart Cycle: (PDCA)
   2. Six Sigma
   3. Lean
   4. Theory of Constraints
   5. Total Quality Management (TQM)

 

1. Who is responsible for continuous improvement?
   1. Owner
   2. Executive/Management team
   3. Leaders
   4. Frontline workers

 

1.  How do I create a culture of continuous improvement, so that this approach is part of my company culture and not just another task that we do?

 
Key Issues – Employee Perspective

1. What is my role in the Continuous Improvement?
2. Do I have an opportunity to make a difference and be recognized?
3. How does my role in the organization impact the organization as a whole?
4. From my perspective, what could improve my job, department, division?
   1. Are the tools available that could increase my/our productivity?

What You Need to Do

1. Identify the problem that you are trying to solve

 

1. Determine if Continuous Improvement can help you solve the problem.
   1. Is there a Continuous Improvement framework that is better suited to help me solve my problem?
      1. Deming or Shewhart Cycle: (PDCA) – General CI Framework
      2. Six Sigma – intended to improve business processes by greatly reducing the probability that an error or defect will occur. (Very Data focused)
      3. Lean – focused on reducing activities that don’t add value
      4. Theory of Constraints – Identification and elimination of bottlenecks
      5. Total Quality Management (TQM) – General program that pulls from different models.
2. Create a culture of Continuous Improvement.

 

1. 1. All hands on Deck – Continuous Improvement is everyone’s responsibility
      1. Engage all employees in the continuous improvement process.  Continuous improvement should be the responsibility of everyone in the company (not just for the process improvement team).
      2. Continuous Improvement has to become part of the identity of your organization, not just something that you do. This should be a part of training programs, hiring, and the performance evaluation process.

 

1. Think Big – start small

Small consistent changes lead to transformational results.

Shows
Previous: Episode P5.004 Why Formal Training Programs for Job Demands & Career Development Improve your Culture adn Retain Your People.
Next: Episode P5.006 Trust Based Authentic Leadership and Ownership is Vital for Culture, Growth, Innovation, and Retaining your Talent.

Written by Lisa Askwith

Director of ApexBRS | ApexBRS, Regional Director of See Global Media, Chair of  EGN Singapore, and Associate Professor Cambridge Corporate University | At the Age of Change, providing the HR component of the Global Executive MBA.

You can connect with Lisa on any of her platforms

LinkedIn Lisa Askwith - Director - Apex BRS
https://www.apexbrs.com/
https://www.facebook.com/lisa.askwith

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