2nd of 5 Articles
Structured implementation Basic Process Improvement explores the approach for deploying process improvement most effectively and efficiently.
Structured implementation Basic Process Improvement should be deployed in a controlled manner at the pace the individual enterprise can manage.
The structured implementation plan should adopt a staged implementation by moving from a hand full of predetermined locations e.g. plants, department or offices etc to the next, only when the practice begins to yield fruits in the former.
The implementation should be planned over a sufficiently wide period taking care not to prematurely accelerate the implementation when the first successes are experienced.
Training at „shop-floor | admin-floor“ should take place with natural work teams, preferably at the work place, focusing on real problems being experienced.
Training of employees could be undertaken in one 2 day session or in a modular format, at least weekly, and preferably as part of the normal team meeting schedule. (The current program consists of a total of 13 training hours (including exercises) with the average module duration of 60 min.)
For more experienced managers, a more intense program over a shorter period may be considered.
To ensure maximum impact of a structured implementation Business Process Improvement, management need to regularly „see“ its progress. That is, Business Process Improvement successes should be presented at regular management forums.
Business Process Improvement works best when the opportunities | problems teams are working on are „shown“. That is, „A3“ and bar or line charts should be on display in areas of work.
Problem solving work (successes & learnings) should be shared at local level (e.g. poster sessions) and in global forums (e.g. using internal social media platforms such as “connections”).
Training should be provided to natural work teams with Supervisors | Team Leaders taking the initial problem solving lead.
Lean Six Sigma Master Black Belts | Black Belts | Green Belts or other improvement experts may undertake the first series of training waves and provide coaching support to teams on request.
Gradually, training and coaching responsibility for ongoing replication to other areas of the business should be handed over to previously trained Team Leaders and high performing
Yellow Belts. This can be see as a form of recognition and provides an opportunity for a more effective and sustained deployment.
The next article will explore Basic Process Improvement Teams, structure and responsibilities.
Forward to the 3rd Article - Basic Process Improvement Teams