Why do improvement efforts fail or perhaps not sustain the gains? There are many reasons, but those most often stated are “lack of commitment” and not “following the process”. But why is there lack of commitment, and why aren’t processes followed?Here are a few of the reasons that I’ve seen:
• Too much focus on tools vs. people
Analytical tools and improvement process steps are important, but people are more important. And it’s not about “selling” them or using “change management” tools to have them accept whatever the “really smart” people have come up with. It’s about involving them (all of them) and having them own the process.
Analytical tools and improvement process steps are important, but people are more important. And it’s not about “selling” them or using “change management” tools to have them accept whatever the “really smart” people have come up with. It’s about involving them (all of them) and having them own the process.
• Communication not emphasized, structured
Without communication, disruptive, damaging paranoia develops between work groups, between shifts, between departments, between individuals, etc. This destroys involvement and ownership. Casual (now and again) conversations and major presentations are only a small part of what it takes. Communication has to be structured and orchestrated, part of the everyday routine, and flow both ways.
Without communication, disruptive, damaging paranoia develops between work groups, between shifts, between departments, between individuals, etc. This destroys involvement and ownership. Casual (now and again) conversations and major presentations are only a small part of what it takes. Communication has to be structured and orchestrated, part of the everyday routine, and flow both ways.
