Launching a continuous improvement initiative is a priority for most organizations today. The goal is to drive change in a way that helps them reinvent themselves as better competitors with a deeper understanding of customer needs and resilient to adverse changes in business conditions. Terms such as TQM (Total Quality Management), Six Sigma, Breakthrough Management, Lean Transformation, Reengineering, Operational Excellence, etc. have the same goal- achieving a breakthrough by fundamentally changing the way business is executed. Despite methodologies with clear and consistent roadmap to implementation, different companies have experienced varying degrees of success in implementing such programs. In many cases, the benefits, in terms of employee morale and culture, customer satisfaction and the bottom line have turned elusive. The question is -- why is there this variation in levels of success amongst adopters of these programs? Most methodologies are neither sufficient nor exhaustive. Here are potential issues that can make a difference between a successful and a not-so-successful deployment. 1. Start with the foundation
Most organizations underestimate the need for a support structure in the process of deploying Lean or Six Sigma. A gap assessment is integral to identifying your current state and the future, desired state. This activity produces a list of things that need to change and be positively reinforced. Consultants with a superior knowledge base can be helpful in foreseeing roadblocks and addressing these challenges at the outset. 2. Speed isnt always the essence
Most change initiatives go through a series of necessary steps that have fixed lead times. Ignoring this fact results in overlooking essential activities that only create an illusion of speed and never produces desired results. Sticking to an overall game plan and building steady momentum can lead to more coherent and permanent change than isolated successes from diffused activities. 3. Driving A Shared Vision
Communicating a strong sense of urgency hasnt been a challenge in most organizations. This often results in a flurry of activities in the right direction to start with. However, in most cases, sustaining the level of activities is a challenge. Beyond organizational structure, incentives and job descriptions, driving change requires a shared vision. Everybody has a role and clearly understands his or her role. 4. Old barriers
New tools and a new roadmap empowers people to do things differently but organizational structure, if not addressed adequately, can seriously damage the credibility of the effort and make employees cynical. Big roadblocks need to be addressed early in the deployment phase to boost morale and provide momentum throughout the organization. 5. Show Me The Money
Change should produce a measurable economic benefit to a business. There needs to be a correlation between metrics and the bottom line. This may warrant financial systems for identification of reform opportunities. In many cases, gains are realized only after a series of project segments (like a step function). 6. Success sets the trend
Large initiatives need to be split into manageable chunks. Cumbersome processes lose steam if there are no short-term goals and wins defined upfront to create enthusiasm and aid in team building. Smaller goals make the larger missions look achievable and help to gather support even from skeptics resisting change. 7. Leaders Wanted
Most organizations create environments that encourage management to be risk averse and preserve the status quo. Change forces a new state of business, which requires substantial leadership. A typical symptom of slower organizations is too many managers and not enough leaders. Great leaders transform cultures and stimulate breakthroughs. |
