3rd of 5 Articles in this series
Basic Process Improvement Teams describes an improvement structure that involves all stakeholders in the business.
To truly develop a culture of continuous improvement, Basic Process Improvement should eventually be adopted into all areas of the business. That leads to one common language used by everyone.
For maximum effectiveness, a cascading multiple team structure works best.
1. Activity Team (AT)
This is the front line teams that directly works on the goods or services creation process (at the “Gemba”).
2. Process Team (PT)
This is a cross process team that includes leaders from the Micro Team and representatives from internal supplier functions / departments. In manufacturing for example this could include maintenance, SHEQ, planning, procurement etc. In an administration environment this could include IS, procurement etc.
3. Site Team (ST)
This is the team that leads a particular work environment or entity e.g. plant, service centre etc.
4. Management Team (MT)
This is the leadership team of a country, region or global service.
BASIC PROCESS IMPROVEMENT TEAMS: Activity Team (AT)
Teams meet daily for 10-15 minutes.
2. Review and expand improvement opportunities and prioritise the days focus
3. Capture improvement opportunities on the Opportunity board
4. Undertake improvement opportunities (e.g. problems) at the “Gemba”
5. Escalate “out of scope” opportunities to the PT.
BASIC PROCESS IMPROVEMENT TEAMS: Process Team (PT)
Teams meet weekly for ~20 minutes.
2. Address AT escalated “out of scope” opportunities
3. Review and expand opportunities and prioritise the weeks focus
4. Review AT Innovation Boards and priorities actions.
5. Capture cross functional improvement opportunities on the Opportunity board
6. Undertake cross-functional improvement opportunities
7. Escalate “out of scope” problems to the ST
8. Train and coach AT teams on BPI.
BASIC PROCESS IMPROVEMENT TEAMS: Site Team (ST)
Teams meet weekly for ~30 minutes.
1. Based on the key themes and objectives determined by the MT, the ST should develop measures and targets for the PT and AT. Focus charts should be created for each theme in each team.
3. Address PT escalated “out of scope” opportunities
4. Review and expand improvement opportunities and prioritise the months focus
5. Review PT Innovation Boards and priorities actions.
6. Capture site “innovation” opportunities on the Opportunity board
7. Undertake site improvement opportunities
8. Escalate “out of scope” problems to the MT
9. Sponsor BPI at site and coach PT teams.
BASIC PROCESS IMPROVEMENT TEAMS: Management Team (MT)
Teams meet monthly for ~45 minutes.
1. Identify the business key themes and objectives e.g. safety, productivity, speed, quality etc. This should drive the measures of Focus charts of all teams
3. Address ST escalated “out of scope” opportunities
4. Review and expand improvement opportunities uncovered and prioritise the quarters focus
5. Review ST Opportunity Boards and priorities actions.
6. Undertake business improvement opportunities
7. Sponsor BPI
On a monthly basis Leaders of the AT, PT and ST should convene a session to ensure alignment of activities to achieve objectives.
The agenda for this 30 minute sessions should include:
1. General Manager or Managing Director feedback regarding the previous monthly performance and the current challenges.
2. Presentation of outstanding performance improvements achieved by AT teams
3. Presentation of outstanding performance improvements achieved by PT and ST teams
4. Recognition of AT team of the month.
5. Objectives for next month.
Six Monthly & Annual Site Wide
This session, which should involve all employees, is designed to celebrate successes by:
The next article explores the Governance of Basic Process Improvement with visual management.