Continuous Improvement Initiative #1

This is going to be first of a few on the subject of Continuous Improvement initiatives. My recommendations are not the only way to implement a program; they are based on direct experience. I was trained as a Six Sigma Black Belt by General Electric and completed a series of projects as a Black Belt. I also obtained my Black Belt Certification from the ASQ. I have also taken Project Management training through PMI. I been involved at different levels of 4 Improvement initiative programs. The types of CI programs I am referring to are Six Sigma, Lean Manufacturing or a combination of both. A brief description of each is below:

Six Sigma - is a methodology for process improvement using a defined process and statistical analysis. It utilizes a project based structure. The project leaders work with teams to improve processes and products. A graphic of the phases is shown below:

Lean Manufacturing - is a systematic process for eliminating waste in a manufacturing process. There are several tools that companies use within the system. 

I am going to start with the planning of a program. There are many reasons to start a CI program (your competitors have one, increase revenue, improve morale, improve processes, etc, etc). Whatever the major for your organization, plan-plan-plan. It is absolutely critical that a plan be well defined. Don't make the decision to start a program and then automatically bring in consultants. My recommendation is to treat it as a project. Assign a Project Manager and have them map out the steps required for implementation. Some people might think this is over-kill but I have seen too many things slip through the cracks.

I am not saying to ignore consultants. You will need them unless you have someone on staff that has been through multiple implementations. You need to have a complete understanding of what you want to accomplish with your program. That way when you speak to consultants, you can pick the one that fits that plan the best. The best way to document the overall plan is to use Project Management tools.

You should select your Project Manager that is the best with details. The overall planning process is full of small details that need to be documented. The Project Manager should be selected as the first step; not a CI Manager/Director. They will document everything that needs to take place for a successful implementation. Some examples of items to document are below. They are not listed in chronological order (just a list). The tasks will be different based on CI program you choose:

 - Select a CI Manager/Director
 - Determine Program (Six Sigma, Lean Manufacturing)
 - Determine Department size
 - Determine Implementation Budget
 - Determine Initial Timeline (may be adjusted by Consultant)
 - Interview Consultants
 - Select Consultants
 - Perform a Risk Assessment
 - Determine IT requirements (Stats software for Six Sigma, etc)
 - Determine Office Requirements (floor plan)
 - Training materials will be finalized with Consultant
 - Determine Communication Plan (will be different for each organization)

This is not an all-inclusive list. They are just items to think about. Each organization will have its unique list. One item on the list I recommend companies consider is a Risk Assessment. The Risk Assessment will list all the items that will challenge the company with implementation. Part of the Risk Assessment is to consider actions to mitigate the risks to the company. It is a valuable tool to help with a lot of implementations. If you haven't used one yet, I recommend you research the tool. 

I hope this post helps any organization considering this undertaking. It may be the most important decision you make for the organization this year. Take all factors into consideration before jumping into it. It is different than a quick hit initiative. It is the possible future path for your business. Treat it that way! More to come.