| Unfocused management and control of | | | | Improvement Programmes perhaps we should call |
| improvement initiatives is like trying to steer a | | | | them Disimprovement Programmes - at least until |
| Formula 1 car down a steep slope with the | | | | management clearly shows that the programme: |
| steering wheel disconnected: you don't know what | | | | - is focused on its key systems and processes; |
| obstacles you might hit or where you will end up. | | | | - will have clear measures to show it will generate |
| They can often bring about more harm than | | | | savings and benefits well in excess of the |
| good;- workforce disillusionment; organisation | | | | investment and in the organisation's most |
| politics and in-fighting between managers; and | | | | important focus areas |
| senior management disappointed with cost, speed | | | | - will involve the workforce widely in the |
| and the business outcomes. Fortunately - unlike | | | | improvements being made |
| death and taxes - disillusionment, disimprovement | | | | Focusing on Key Systems and Processes is like |
| and disappointment are not inevitable, and | | | | tackling the bottleneck in a manufacturing process. |
| improvement efforts can deliver real, big benefits. | | | | It is here that you deliver the maximum benefit |
| Improvement programmes need senior | | | | to drive the organisation towards its goals - and |
| management involvement, direction and | | | | improvements in other areas are only an illusion! It |
| endorsement to ensure they stay focused on the | | | | is a best-practice approach that is recommended |
| key systems and processes; good | | | | by standards such as ISO 9000; E.F.Q.M. |
| communications; and high levels of active | | | | Excellence Model and M.B.N.Q.A. |
| involvement throughout the organisation. | | | | If your business improvement car has run out of |
| Disillusionment from the workforce arises from | | | | steam and you are exhausted pushing it towards |
| inadequate or inaccurate measurement of | | | | a garage, it is of no benefit if a petrol tanker |
| improvement benefits, and a perceived lack of | | | | stops and offers you a cut price top up to get |
| management recognition for the effort they have | | | | you to the next petrol station if your car runs on |
| put in and the improvements they have made; | | | | diesel! This is what happens when you get support |
| organisation politics and in-fighting between | | | | but your improvement efforts don't end up |
| managers arises from them wanting to show the | | | | driving Improvement through the key systems |
| greatest level of improvement in their own | | | | and processes of your business; you might |
| individual areas without consideration of the | | | | splutter along for a short while but things will |
| organisations objectives; and disappointment from | | | | come to a halt fairly quickly because the |
| senior management arises when the latest fad, | | | | important issues and problems - relating to your |
| implemented with a great deal of publicity and | | | | key systems and processes - will keep demanding |
| cost for specialised training and consultancy, | | | | your attention and distracting you from whatever |
| simply doesn't deliver sufficiently or where the | | | | other initiative you have become involved in. |
| improvement was needed. | | | | - Start taking action NOW! |
| Ironically, the implementation of an improvement | | | | - Get everyone involved - don't try to push the |
| programme is often considered the sign of an | | | | car on your own! |
| organisation and a senior management team are | | | | - Make sure you are steering to the nearest |
| really going places. But incorrectly focused | | | | petrol station! |
| improvement programmes can damage both the | | | | - Measure and tell everyone how you're doing. It |
| organisation and its people. So instead of | | | | will keep them pushing and motivated! |