The question is directed to the existence of intangible factors that could explain the success or failure of a process of continuous improvement. Do you have any experience or know of previous work to develop this theme?
Here are some other intangible and soft factors that influence the success of LSS and CI processes:
1. Recognizing individual as to their importance to teams (i.e. acknowledge their technical expertise and value to the team)
2. Training of team members in the importance of team work (i.e. the synergy from working together)
3. Equitable assignment of action items allowing employees to get more control of their work processes and regular work assignments.
4. Ensuring management attends the initial/team launch session to explain "why" the need for this team and "Why" now.
5. Ensure management keeps engaged in the project through sponsorship, meeting attendance, show of continued support, reinforcement of importance of project - not relying entirely on technology for team updates (emails, sharepoint, etc.)
6. Providing team members with a standard approach for planning, implementing, executing and sustaining improvement, as well as the necessary supporting resources.
7. Management sponsorship, sponsorship, sponsorship and sponsorship.
Jayant, thank you very much for your answer. All these factors seem to be important for continuous improvement and agree with the relevance of management sponsorship.
Dear Mr Hector,
Noise Factors or common cause variations is one of the major source that affect the process... One can not control those variations, but how to insensitise the process / product for this ensures success of solutions. Factorial Designs, Fractional Factorial Designs and Taguchi methods come in handy.
For example, interaction of two factors whether they affect the response decides about choosing the model for experiment. This technique can be applied successfully to bothe process and products.
Kind Regards
Ramanan
Ramanan, thank you very much for your reply. Undoubtedly, mentioned tool is very useful to make the process less sensitive to noise factors.
Best regards
Success and sustainability of Continuous Improvement (C I) can be predicated on such factors as
- The use of performance metrics.
- Continuous awareness programme ( in the form of seminars) involving all category of staff.
- Top management and key decision makers to show interest in C I and encourage all workers participation and appreciation of programme.
- Successes of implementation should be displayed and celebrated while challenges encountered be approached through problem solving skills.
- other improvement tools such as cross functional training and teams, daily meetings, visual management and standard work can be deployed.
There are several factors listed in this publication Hector, if interested.
Article Lean Transformation Guidance: Why Organizations Fail To Achi...
Hope the attached paper helps you too. Professor Jiju Antony, Heriot Watt University, Edinburgh, Scotland
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