Continuous Improvement Standard Deployment Program
A common issue of concern among managers of all types of organizations is that of establishing an effective and sustained program of continuous improvement. The focus of their challenge is to select, plan, and execute CI Projects at minimum cost and in a reliable manner. The CI projects need to resolve very important issues. There really is no room for test cases or trial runs. Front line managers need to appreciate the CI Program as fundamental to their successful performance and competitive standing.
| Concern |
CI Project Management
- Selection – Planning – Execution
CI Deployment
- Prevent missteps
- Efficient
- Address burning platforms
|
Definition of the problem revealed a number of qualities that a CI Deployment Program ought to have. Clearly there seemed to Best Practices by which such a program should operate. Discussion among the managers indicated a consensus for the following list:
| Objective |
A Best Practice CI Deployment Program |
|
|
Qualities |
Culture
WIP (Wildly Important Problem)
Costs
Pull process
Sustainable
Scalable
- Business Center
- Enterprise
- Regional
|
Managers organized appropriately to develop their objective according to Lean/Six Sigma principles. Efforts of this model outlined a tool or product which could be used by all toward their common goal. After the work to define and measure the problem, a set of activities or events was developed as the means to addressing each necessary quality.
Discussion |
Model |
Community of Practice
Charter
D-M-A-I-C |
|
Product |
Q-Box
Principles
Resources
Agenda |
|
Implementation |
|
|
Quality
|
Event or Resource |
|
Culture
|
CI Project management Workshops
Regional CI Showcase and Fair |
|
WIP
|
Mentors
Pull control of training
CI Test Labs |
|
Costs
|
Cooperative training
Networked support
Principles – Roadmap |
|
Pull Process
|
Corporate training classes
Web posts |
|
Sustainability
|
Regional schedule
Network |
|
Scalability
|
Business Center: WIP focus
Enterprise: Baldrige tool availability
Regional: Council on Competitiveness |
The clear challenge is to manage the Implementation steps in such a way that the effort complements the task, without losing sight of the goal. Consequences of the implementation work need to be evaluated so that necessary adjustments may be made in the agenda. Plans for the agenda included specific requirements for commitment and feedback control loops as necessary controls. One factor stood out, critical to the first step: the deployment program must not be only a new set of skills for the workforce. CI Deployment must directly address issues critical to each work center success. The program must be immediately relevant, not just helpful in the long run.
| Background |
Deployment issues – practical matters of getting the program going |
|
Relevance
|
WIP (Wildly Important Project) |
|
Pace
|
Immediate application |
|
Commitment
|
Regional agenda/action |
|
Appropriate level of effort
|
Feedback control loop |
Recommendation |
CI Project Management Workshop Series |
Create CI Community of 1,500 practitioners (current base of 500) |
|
Series of events |
12 monthly workshops for 100 persons each
Attendees designated by participating organizations |
|
Funding Options |
|
|
$24,000
|
4 Star Venue
Continental Breakfast |
|
$12,000
|
2 Star – Navy Contract Support
Coffee and rolls |
|
$1,200
|
Corporate Training Facility
Coffee and snacks |
Program Benefits |
CI Community – Established on regional basis with commitment and feedback loop control capability. |
Network
- Project Descriptions
- Best Practices
- Contacts
- Mentors
|
|
Enterprise Base |
CI Teams
- Receptive to pull-controlled training
- Supportive of further CI
- Deployment projects
- Able to take advantage of further regional CI agenda and resources, listed above.
|
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