Why Continuous Improvement Efforts Fail
Why do YOUR Continuous Improvements Projects fail?
Reason #1: You want a quick fix.
Reason #2: Your Company did not change Its habits and tackle the Social Culture, Psychology of Organizations.
Reason #3: You have not Employed Your/a Passionate Vision of Purpose.
Reason #4: Motivation, not what you’re thinking.
Ten (10) common scenarios in which companies fail to deploy a sustainable continuous improvement effort.
If your company has failed in the past, one or more of these scenarios is most likely the reason.
Scenario #1: Your executives, Stakeholders don't have time for "Training." They support the effort - or not. “They/ what’s communicated; to all is that, do we really need the training?”
Scenario #2: Rest of staff hear of this; also, were not included in the training.
Scenario #3: All expectations are put upon Continuous Improvement person to single-handedly; save the world.
Scenario #4: Leadership expects someone internally to lead the deployment although they have no clue how to deploy.
Scenario #5: It’s believed that the Continuous Improvement (CI) figure head’s role is to improve processes!
Scenario #6: When continuous improvement becomes leadership’s "new toy."
Scenario #7: Knowledge workers - Operators and Tech’s not included in their process’s improvement.
Scenario #8: No commitment, that continuous training and collaboration is the integral key to success.
Scenario #9: No consideration given to transfer establish Accountability or Empower; (AEP), to any Knowledge Worker. Therefore, continue to Micro-Manage or Dictate directives.
Scenario #10: Not one single individual in the organization understands the nature of the learned advancements, and that CI efforts develops a “knowledge mind-set;” whose transference, leads to the value-added requirements customers are not only looking for, but are demanding.
Explore the psychology of organizational change to help improve your organization’s performance. True change happens when people change their thinking, beliefs and behavior.
To change the way an organizations employees work, the transformation, people will accept only if they can be persuaded to think differently about their jobs.
In effect, CEOs must alter the mind-set of their employees, which is no easy task.