As a performance improvement expert, I often train managers on their role in creating and growing a continuous improvement culture. Continuous improvement or CI is defined as an ongoing effort to improve products, services, and processes based on established principles and proven methodologies and tools. At the outset of a training session I provide an overview of continuous improvement. Then I ask the group a series of questions to reach an understanding of what it takes to create and sustain a continuous improvement culture. This article shares responses and insights from managers I have had the privilege to work with.
What results would you see in an organization that is committed to continuous improvement?
The organization would have…
- High customer satisfaction with products and services.
- Clear performance goals and the resources needed to achieve them.
- Employees who are committed to the mission of the organization, willing and able to speak up about what is not working, and who are trained/coached on how to improve performance.
- Effective and efficient processes, including processes to innovate and continuously improve.
- Clear, timely, and constructive communications.
- Metrics that tell customers and employees how well the organization is performing.
- Timely decisions based on data and evidence, not assumptions or hearsay.
- Innovation and risk taking.
- Celebrations of successes and recognition of people who make them happen.
- An inclusive environment where people are treated with respect, similarities and differences are honored and celebrated, and the workforce reflects the diversity (race, gender, sexual orientation, religious, etc.) of the community.
Who wouldn’t want to work for an organization like that?
What would it take to create a continuous improvement culture?
Leaders would need to…
- Model desired behaviors and values in their words and actions.
- Create an environment where employees feel comfortable speaking up and taking risks.
- Dedicate resources to innovation and tackling big problems.
- Be forward thinking, study best practices, and continually learn from successes and failures.
- Set and communicate a clear strategy and engage others in a shared vision of success.
- Make timely decisions, delegate authority, and engage the knowledge and creativity of employees to innovate and solve problems.
- Provide clear, timely, constructive communications.
- Ensure people have the skills, knowledge, and abilities to perform the work.
- Show they care about customers, employees, and partners.
- Be equitable and fair in how they treat people and make decisions.
- Follow through on commitments and hold others accountable for performance.
- Mentor and coach employees and align employee work with priorities.
- Celebrate successes and recognize high performing teams and individuals.
Employees would need to…
- Design and deliver products and services that meet or exceed customer requirements.
- Model organizational values in their words and actions.
- Continuously improve processes and their ability to add value to customers and the organization.
What blocks organization leaders from creating a continuous improvement culture?
Lack of Courage
- Fear of mistakes (risk adverse), appearing incompetent, or looking stupid
- Loss of control
- Comfort with status quo
- Mistrust of others
- Ignoring poor performers
- Not asking for help
- Hiding or ignoring problems – lack of transparency
Lack of Caring
- Not listening to and acting on the ideas and concerns of customers and employees
- Not celebrating successes and showing appreciation of others
- Not engaging affected parties in decisions
Lack of Competence
- Not focusing on the customer
- Failure to transition from their subject matter expert role to their leadership role
- Not setting and deploying a clear strategy with measurable goals
- Not creating an open and inclusive work environment
- Poor communication
- Inflated egos or arrogance – thinking “I have the best ideas”
- Not getting out of their office to observe the work being done, talking with customers and employees, and showing respect (management by walking around)
- Focused on the short term (e.g., bottom line) and not the long term
- Making decision based on assumptions & hearsay – not data and evidence
- Not investing in personal and organizational learning and growth
- Reprimanding staff for bringing up problems
Lack of Commitment
- Failure to dedicate resources where they are needed, including not aligning work with priorities
- Lack of persistence and follow through on goals and promises, including verification of results
- Failure to hold others accountable for performance and implementation of action items
- No performance measures
With continuous improvement the emphasis is on action, not perfection. The concept of “kaizen” or continuous improvement is making many small changes that add up to a big impact. Too often we wait for something bigger before launching small changes. Then time goes by, people move on, and in many cases good ideas are not implemented and benefits are not realized.
The training session concludes with a request for managers to identify and record on a post-it note (i.e., a visual management tool) one action they will take within 30 days to create and sustain a continuous improvement culture. Then I remind the group of Deming’s proven methodology:
- Plan – select a focus area for improvement (building courage, competence, caring, commitment or increasing quality, timeliness, and efficiency) and identify one or more specific, time bound actions you will take to improve performance
- Do – implement your action item
- Study – study the results; what worked and why? What didn’t work and why?
- Act – adopt, adjust or abandon your approach and repeat the process until you have achieved perfection
In conclusion, creating a continuous improvement culture requires leaders who are courageous, caring, competent, and committed to applying CI principles, methods, and tools. Sustained focus will ensure not just a handful of CI leaders, but an entire organization of CI leaders who are ready, willing and able to innovate, solve problems, and streamline processes that enhance customer value. This is what it takes to become a high performing organization.
– Cristine Leavitt is a Lean Six Sigma Black Belt for the Metropolitan Council and owner of Gazelle Strategies.