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Management Information |
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What is the Most Difficult Part of an Improvement Program?
Answer: Starting one. Most of us realize that there is probably a better way to perform certain functions or tasks, but improvement programs seem to take second seat to getting the product out the door. But wait a minute. Wouldn't streamlined ways of doing the work help to get the product out the door faster? Of course, but it is just so hard to set aside time to "think" about improvement programs, let alone initiate them. Most process improvement activities today are part of a technology initiative, but they do not need to be limited to these activities. Further, most Business Process Improvement (BPI) efforts conducted with the installation of a new system, just scratch the surface. Downside of technology initiated BPI efforts: * The BPI efforts are secondary to the technology initiative. Technology BPI efforts tend to be shortsighted, directing attention on the processes that need to change in order for the technology to be used -- rather than how the technology may enable the business process. Concentrating on the process BEFORE starting a technology project allows you to focus on the work itself - rather than the technology. * The purpose of implementing the new system tends to get lost in the shuffle, hindering optimization of the business processes. * Efforts are restricted due to project timelines and limited resources * Once the process has been reviewed and revised so it complements the new system, efforts stop. Business processes are larger than the technology that serves them. * Although users and process owners are involved in creating a better method, the activity is managed from a technical perspective, rather than a business perspective. Taking time now is essential for achieving, maintaining or enhancing your competitive edge. Do not wait for the next IT project to start thinking about your business processes. Here are a few ideas to help you get energized to take action. How to become more proactive: * Start collecting data to help identify and measure potential areas of improvement. * Set up a mechanism for getting information and ideas from those performing the tasks. * When a problem surfaces, take the time to get to the root cause. The tendency is to immediately move to "fix" mode, which may result in short term improvements. * When implementing the above, keep it simple - do not overcomplicate this effort and do not make a big deal about the shift. It is simply a matter of thinking in a slightly different way, not changing the entire culture. * Make process improvement a way of life - a continuous effort. Once you have shifted to a more proactive operation, it is time to start stimulating innovative thinking so the most effective process is the end result. Copyright © 2005 All rights reserved - Management Zone for Performance Management Gain knowledge, not just information. Kay Graham-Gilbert, author, advisor and executive of Interactive Consulting has an extensive background in creating effective operations. Receive your Free Report on http://www.management-zone.com - business growth strategies and more
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