Continuous Improvement

Making Continuous Improvement work

Tackling the 'Flavor of the Month' problem 

What can be done if your organization is struggling in its continuous improvement efforts, and perhaps falling into the trap of 'flavor of the month'? Here are some ideas.

1. Consider where the organization is in the improvement 'cycle'

Different actions may be appropriate at different stages. For example:

a. No decisions have yet been made

 If no decision has yet been made regarding what issues to work on, or what methodology to use, then there may be a good chance of getting the next improvement cycle off to a better start. In this situation the key would be to institute a thorough fact-based examination of the current state – like a Baldrige-style assessment, which will help identify what issues to work on.

b. The Search is on for consultants and/or a methodology

If the organization is searching for suitable consultants and methodology, the key would be to strengthen this selection process: assign the task to a team rather than an individual, ensure that the requirements and selection criteria are clearly documented, consider a variety of candidates, check their track record by talking to previous clients.

c. The improvement efforts Have just Begun

If some kind of improvement effort has recently begun, it would be more appropriate to focus on making this effort successful: build a complete inventory of projects, ensure that each and every one is being monitored, and identify what is required to help each to succeed. 

In the course of reviewing all of the projects, it is also very likely that some patterns will emerge, indicating where the the approach needs to be improved.

d. Some improvement efforts are complete

If the improvement efforts have been going for some time, then some kind of objective 'post implementation review' would be appropriate. This could take the form of structured interviews with each of the project teams. Perhaps there have been some unsung successes; perhaps some failing projects can be revived; certainly there should be lessons to be learned from the collective experience of all the participants.

If you haven't yet done so, try out our free on-line diagnostic. The questions in this follow the phases of an improvement cycle: they may help you identify useful courses of action.

2. Consider how you can best exert influence

It may be very clear to you what needs to be done, but you may not be able to make your views heard: a lot depends on factors such as your position in the organization, whether you can find a sympathetic ear among the senior management, and whether your message might seem threatening to any senior people (e.g. "the King has no clothes"). 

This is a classic problem faced by change agents. There are often good solutions. Sometimes there is no solution. But there is a clear logic to how you should size up your situation and figure out what levers you can use.

For more information on this topic, look at
The Change Agents' Handbook.
This is David Hutton's best-selling book on managing change.