Sustaining Momentum of Process Improvement over Time

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Sustaining Momentum of Process Improvement over Time

Improving business processes using methods like Lean, Six Sigma and Agile often works well initially, however quite often the gains fade very quickly, according to recent research by Holweg and all.
They identified 4 common failure modes:

1. An initiative fatigue that sets in as leaders fail to provide continued support;
2. A tool overzeal that seeks to reinvigorate efforts by switching approaches;
3. Chasing short-term metrics that are misaligned with the purpose of the organization;
4. Dogmatic implementations that deprive team members of engaging in a meaningful way.

To counter this, following things turned out to be most useful:

• Maintaining visible support from board members and senior leaders;
• Consistent measurement and monitoring;
• Communicating clearly and aligning messages well with the purpose of the organization;
• Focusing at issues whose easing will clearly benefit employees;
• Having senior leaders act as coaches.

Source: Matthias Holweg, Bradley Staats and David M. Upton: "Making Process Improvements Stick" (research paper).

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		1 Ger de Waard Management Consultant, Netherlands
	Momentum is Key in Change Efforts I agree that it is important to build and maintain momentum within process improvement initiatives. This involves thinking broad and wide and starts by identifying those who will be involved with, or impacted by, the change. These are often the very people that have detailed knowledge of current ways of working, and will be the people who we will speak with to understand the current situation. This can often be a wide and dispersed population, and it may be the case that we liaise with nominated representatives or "super users" who represent their relevant area and bring specialist expertise. Yet, it is important to remember that all members of the teams will eventually need to operate the new process, so it is worth considering an engagement and communication plan that ensures others have the opportunity to input also. Super users might be nominated to act as local advocates, but for larger changes it may also be useful to publish general updates, or hold "roadshows" to ensure everyone understands the scale and scope of the improvement initiative and why it is being progressed. Ensuring the underlying objectives (the "why") of the project are clearly articulated and communicated is crucially important. Too often, people are left to wonder precisely why change is happening, and this can lead to a feeling of apathy or even resistance. It also means that staff cannot effectively contribute their own suggestions—without knowing what the aim is it is hard for anyone to look for focused improvements. Ensuring there is a shared understanding of the core objectives will help to build a firm foundation from which momentum can emerge. If the objectives are inspiring, this can go even further towards driving engagement. Even if the objectives are more routine in nature, engagement and buy-in can be gained by thinking about the outcomes that will be achieved that each stakeholder group will perceive as most positive.

		0 John Henry Project Manager, United States
	Process Improvement Fatigue The essence of the dilemma is that there are two main commitment streams that must run at the same speed, and in cooperation with each other. - First is the LEADERSHIP COMMITMENT STREAM. Leaders must establish the importance of the improvement process, and they must consistently support the efforts to improve. This will indeed require their attention and their follow-through to identify, understand and support the changes being implemented. This also must include their willingness to maintain improvement as a KPI. - The second commitment stream is for THE REST OF US. Identifying ways to improve means constant change, most of us are willing to watch the other guys struggle through change initiatives but the shine quickly tarnishes when it is our own change. Blockages may cause us to feel under the microscope, and if we do not immediately see the improvement, we may struggle to maintain the new process. This is why it is important for everyone top to bottom to commit to making things better, for everyone. As we reduce waste, as we improve process, as we remedy blockages, we must be able to see the improvement. It is key, to celebrate the successes on the way, not align ourselves to the goal of perfection, but to make a success of the incremental change. These changes will improve the operation, and these improvements should result in economic improvements, from top, to bottom, everyone needs to participate in the successful initiatives. This will reinforce the most needed point, process improvement is not a one and done, it is ongoing, and is the new way to do business.