Process improvement is when you focus your efforts on solving the root cause of an issue instead of just trying really hard not to make the same mistake twice or hoping that somehow the people running the process will miraculously become more meticulous just because they should. Process improvement is also described as fire prevention as opposed to fire-fighting. The best thing about it is that it takes into account the fallible nature of human beings so that we are relying on standard processes to get consistent results instead of human capability (which is notoriously inconsistent, even with the best, most effective of us).
Ah, you say. So I should always be using process improvement.
Well, perhaps. Like most things, everything has a time and place, and while I am a huge proponent of process improvement, it is not itself a quick fix. Many companies fall into the hole of executing huge process improvement initiatives and fail to engage employees in sustained change. This is because the culture of the company itself does not value improvement or eradicating those errors – and the employees know it.
Can you use process improvement as a tool to address issues rooted in culture? Yes, you can. However, process improvement itself will not result in lasting change. I want to be clear about this because if you are not ready to address the cultural issues that are at the root of bad processes, no measure of process improvement is going to yield the results you want.
If you use process improvement as a tool concurrent with addressing cultural issues you see at the forefront, you will see the changes you make start to stick. What is important here is honesty and a willingness to see the true state the company culture is in. This is painful for people in positions of leadership, so be gentle and kind with them, and if you are in leadership, be gentle and kind – but honest – with yourself.
From that position you can choose a process, seek out the root cause, and address it. Guess what? Taking that approach will be a step to changing the culture. How? You took the first step towards acknowledging a real problem that was causing a lot of rework and pain and addressing it. You demonstrated a willingness to change what really needed to change rather than turning a blind eye and hoping it went away on its own.
A focus on improvement is a cultural norm that you set in your business. Anyone in the business can make this a priority, and when you do, people will notice the difference. This also empowers your people and gives them the authority to make decisions for improvement so you don’t have to micromanage them to get the results you want.
If you succeed in setting this expectation, you are using process improvement and continuous improvement to change the way your team thinks. Thus, process improvement is a tool for changing ineffective parts of your culture that encourage employees to ignore problems rather than looking for solutions.
For more on the power of process improvement, check out KaiNexus, a company that actively supports the effective use of continuous improvement and developed a software to help companies in various sectors track CI efforts. The Shingo Model for Operational Excellence is also a fantastic resource.
Activity: Where do you see a focus on improvement in your organization? Where might you be able to bring a focus on improvement into situations that are otherwise focused on fire-fighting and heroics?