Continuous Improvement Made Simple: 8-Step Process By: Doug Stohr Today, many companies feel that continuous improvement is a complex and expensive process requiring the new Six Sigma project methodology. This is not true and is a gross misconception. Continuous improvement can be executed using simple tools and highly motivated employees at all levels within an organization. This article contains an easy, fast and effective approach to continuous improvement. Step 1. Highly Motivated Employees Needed Find the most motivated and positive employees in your company for the improvement project team. Use supervisor and management inputs. Rank your candidates in three areas: will, skill and company values. Solicit their involvement and desire to improve an area in the business or enterprise that is in need of improvement with sound rationale. DO NOT SELECT A PROJECT AT THIS STAGE. Step 2. Organize The Effort Hold the first improvement project group meeting with an established agenda outlining what the intent of the effort encompasses. SHORT MEETINGS. Step 3. Project Selection Hold the second meeting asking the project group to bring improvement project ideas prior to the meeting. Prescribe that the improvement ideas cover one of the following areas: waste, delays, mistakes, customer needs or desires, financial pain, defects, accidents or company culture issues (to name a few). GIVE THE GROUP SOME BASIS FOR IDEA GENERATION. Set up a ranking method to select an improvement area, such as… Time to Improve Value Impact *For example, rank ideas one to five where one is lowest and five is highest. Rank improvement ideas as a group and get a group consensus on project selection. Define the project in a refined scope statement once the project is selected — validate the scope with the team. Step 4. Base Line Data Needed Assign action to the project group to gather current state data (this is called base lining) where is the current improvement area now documented with facts and data — NO OPINION OR HEARSAY. Hold the next meeting using this information to generate GAP analyses: the gap is where the improvement area is now and where you want it to be in the end state after improvement action is taken. Step 5. Form a Quick Action Plan (Short-term vs. Long-term) Start the group improvement action effort. This activity again follows the project selection process. The group generates a simple improvement action list and ranks the ideas for ease to implement, value and impact on the area to improve. Look for a quick improvement along with what might be needed long term. There is no rule for stating the short-term action is wrong. Keep in mind that short-term action may not hold the improvement long term. Step 6. Take Action Without Delay — Time Limits Apply Dedicate time for the action plans and also set a time limit or due date. Do not let time delay occur or the project loses impetus and accomplishment. Set milestone and rewards for effort. Step 7. Validate the Action Plan Improvement The group gathers facts and data just as they did in the base line gap analysis stage. Re-measure the gap for improvement and supply a summary report with additional recommendations if necessary. DID WE IMPROVE AND HOW MUCH? Step 8. Present and Celebrate Present the accomplishment/success with a planned celebration or reward for the improvement group's efforts and dedication. MAKE THIS A BIG DEAL!!! This is the start of getting additional fringe employees into improvement project culture. I hope this information helps you with your continuous improvement efforts. If you have any further questions or comments, please contact me at 800-959-0632. About the Author Doug has been Quality Manager at the following companies: Bergquist Company, Taber Bushnell, Sheldahl and most recently Director of Total Quality with Clore Automotive. Some of Doug's background and qualifications include Master Black Belt in Six Sigma and Six Sigma Trainer, Implementation of TQM Programs, QS9000 Registration, Measurement Systems Analysis Trainer, Advanced Quality Planning, Continuous Improvement, Design Of Experiments, Calibration, SPC Trainer and Mechanical Inspector. Comment on this article