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Hurley |
| Management | |
| Consultants Ltd. | |
| Using "THE M.A.G.I.C. INGREDIENTS" in Consultancy, Training and Keynote Speaking | |
| Continuous Improvement Programmes
"Activity orientated" vrs. "results driven" |
| Many Companies have the mistaken belief that any form of Continuous
Improvement Programme (C.I.P.) is better than none at all but nothing could be further
from the truth. A Continuous Improvement Programme ill-conceived and/or improperly
introduced can be much more detrimental that not introducing a C.I.P. A common
misconception is that the key ingredient in a C.I.P. is the "Activity" level
created, this is measured by the number of Members & Teams participating in the C.I.P.
However, unless the C.I.P. has been well thought out and the proper training provided in
the tools/techniques then all of the well intentioned effort could end up causing greater
problems than those we are trying to eliminate. The frustration felt by all concerned if a
C.I.P. fails can have major consequences and will certainly inhibit any future efforts at
introducing Continuous Improvement Programmes. The Management decision to introduce a C.I.P. should be "Results Driven" (i.e. should be clearly aimed at improving some measurable performance metrics) and the implementation plan should be clearly defined with the appropriate training being provided to ensure proper application of the tools/techniques to insure early success stories – nothing succeeds like success!. This practical approach to C.I.P. differs significantly from the haphazard approach of an "Activity Orientated" introduction where no clear goals/targets are set, this is a little bit like waving a magic wand and expecting a rabbit to appear! Although "Activity Orientated" and "Results Driven" Continuous Improvement Programmes share some common tools/techniques they vary dramatically in their methodologies of introduction and implementation. In "Activity Orientated" C.I.P.’s the emphasis is on employee involvement and attaining long term "visionary" goals (i.e. "in 10 years time we want to be No. 1 in our Business"). In "Results Driven" C.I.P.’s the emphasis is on solving known problems in the shortest possible timeframe to improve performance even though it is well understood that the C.I.P. effort is a long-term sustaining one with cultural change and employee involvement as key elements. There is a sense of urgency about "Results Driven" Programmes motivated by a need to survive or improve the competitive position of the Company. "Activity Orientated" Programmes usually get rolled out across the Company with a fair degree of "Fanfare" where everybody gets indoctrinated and trained in the tools/techniques and vocabulary, this has the distinct disadvantage that not everybody can or wants to get involved in C.I.P. at the same time. On the other hand "Results Driven" Programmes start with carefully selected "Teams" open to C.I.P. and with clearly defined problems to solve. The proper Training is then provided for the "Team" participants, this approach has a far greater chance of success as you are effectively "sowing the seed on fertile ground". Having achieved success with one "Team" the way is open for other "Teams" to be trained and "Problems" to be solved. Another consideration when deciding your approach to C.I.P.’s is the cost factor, with "Activity Orientated" Programmes the up-front costs are very significant before results are demonstrated but with "Results Driven" Programmes relatively very little investment is required to get the C.I.P. started and conviction builds as the "Results" materialize.
For the remainder of this article please contact Hurley Management Consultants Ltd. |
Hurley Management Consultants Ltd. |
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