Continuous improvement is no longer just a theoretical pie in the sky concept
being promoted by manufacturing experts, and businesses are beginning to base
their philosophies on implementing continuous improvement programs at
unprecedented rates. The days of breakthrough improvements followed by a
lull in innovation are quickly disappearing. You can't afford to let this
parade pass you by. It’s time to start implementing a continuous improvement
program. If you haven't started already, it isn't as difficult as you might
think. Most continuous improvement programs are based on small problem solving
teams, such as natural work group teams or cross functional teams that solve a
multi departmental issue.
Before starting your own continuous improvement
group, it's important that management your chief executive officer or chief
operating officer become fully committed to continuous improvement. This
management support is invaluable as you experience cultural change, an
inevitable by product of the improvement process. Once the organization's
culture begins to change as you implement new practices and procedures, you
might encounter some operational problems. It will be tempting to revert
to the old ways. The management team's commitment will be invaluable to
maintaining the course and actively supporting and enforcing the new methods of
operation. After obtaining the support and the commitment of top
management, the next step is to form a pilot project team
.
Its mission is to develop a process suitable to your organization that solves
an existing problem and can be used by other teams to solve problems throughout
the organization. Project teams are normally composed of three to eight
people and consist of a team leader, a facilitator/trainer and team
participants. The team leader will participate in all meetings, provide
direction to the team and represent the group to management. The leader
should be a good listener, have enthusiasm for the project, and be sensitive and
tolerant. Just anyone won’t do, so give careful thought to selecting the right
individual. The facilitator/trainer will facilitate the evolution of
opinions among the group participants and summarize key points. This person will
also function as an instructor to train employees in the quality improvement
process. The requirements of the facilitator/instructor are similar to the
team leader: The person should be objective, likable, and familiar with problem
solving tools and a good teacher.
In the long run, it's best to develop several people within your organization
to serve in this key role. Initially, the facilitator will play a large
role in providing training in problem solving techniques and skills. Histograms,
fishbone diagrams, flow charts and value analyses are among the tools the
facilitator should demonstrate and employ to determine the root causes of
problems being investigated. A Pareto chart will frequently be used to
define the root causes of the problem in prioritized order, and will lead
directly to the development of an implementation plan.
The other team participants will be responsible for recommending meeting
agenda, collecting data and other analytical tasks. By and large, they will be
contributing to the problem solving activities. You should select those who are
committed to quality improvement and who are cooperative team players.
Expect to spend from two to six months getting the pilot team up and running and
solving the identified problem. Obviously selecting the right pilot project is
important. Pick the wrong one, such as a major, complex or difficult one, and
you'll be setting yourself up for failure. Pick a solvable, confined
problem with measurable benefits that are visible to everyone in your company,
and before long, you'll be on the road to continuous improvement. Most
improvements are small, steady increments that add up fast. The Japanese are
experts at making small incremental improvements.
Take the VCR for example. Twenty years ago, two people were needed to carry
one, and it cost more than $1,000. Today, VCRs weigh 6 lb. to 10 lb. and can be
had for less than $80. That's an example of steady, continuous improvement. The
same can be said of other electronics and autos. The road to continuous
improvement will get a little rough from time to time but use of the continuous
improvement concepts will be what separates the successful businesses from the
out of business ones. Do your firm a favor and start a continuous
improvement program so you will be around next year.
Article courtesy of The Arthur Davis
Group.
