Deploying Basic Process Improvement  1/2

1st of 5 Articles

Deploying Basic Process Improvement (BPI) organization wide covers the essentials for implementing such a program.



E^3 Leads To E^2

E3 = Engage, Equip and Empower

E2 = Effectively and Efficiently

E3   --> E2



Deploying Basic Process Improvement Objectives

Deploying Basic Process Improvement  contains the ingredients to be the “go to” problem solving approach used throughout an organisation, by all its employees. This is realised whilst:

  •  Maintaining low disruption to normal business | work during implementation
  •  Works alongside other improvement efforts
  •  Introducing no additional „waste“, for example in the form of bureaucracy
  •  Introducing no additional training organisation
  • Basic Process Improvement becomes self-sustaining with ownership taken by all employees
  •  Simplicity is maintained, which includes the use of BPI and sharing of its successes
  •  Keeping BPI work as visual and as accessible as possible
  •  Using BPI is natural working teams that are at the „Gemba“
  •  Applying BPI on daily operational problems. BPI will facilitate faster and sustained resolution of problems before they become large headaches.



There is no short cut to deploying Basic Process Iimprovement  correctly.

BPI is not an ad hoc training programme.

BPI does not follow a traditional deployment structure.

BPI does require an existing improvement structure to get going.

BPI requires a carefully thought through deployment and escalation model.

BPI requires macro and micromanagement commitment.



Knowledge Sharing

To ensure adequate knowledge sharing, the following need to be in place:

  1. Training plan
  2. Training material
  3. Calibrated trainers
  4. Coaching
  5. Communication material & plan



Tracking & Reporting

Keep it Simple"

The „A3" forms the basis for project work and tracking. Teams should have their „A3s" and performance charts on display and use it to review performance improvement activities with their managers.

Completed „A3" should be scanned and logged in a repository.



Roles & Structure

Key roles when deploying Basic Process Improvement include:

  •  Initiating Sponsor (by site | country )
  •  Reinforcing Sponsor (by department | Function | team)
  •  Team Leader
  •  Yellow Belt (identifies and leads the resolution of a problem identified)
  •  Process | work team



REward & Recognition

Successful problem resolution and process improvement should be visibly showcased on local notice boards. These should include A3s and team photos.

A recognition ceremony may be arranged, „Lunch with the Initiating Sponsor“ may be considered.



In the next article we will touch on The Planned Deployment, Natural Work Teams, Making it Visible, and Ensuring Execution Success.

Forward to the 2nd Article - STRUCTURED IMPLEMENTATION BASIC PROCESS IMPROVEMENT


back to Basic Process Improvement Intro