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Getting Everyone on Board for an Improvement Project
A previous paper outlined the elements involved in setting up a process improvement project. With a project well-defined and management support secured, it is time to spread the word. We want to ensure that everyone involved in the process to be studied is aware of what is going on. We do that with a public announcement.

Other improvement effort Related Articles

So where are you on the struggle continuum
If you’ve ever wondered why an effort at self-change or improvement hasn’t worked as quickly as you might like, you might want to consider how much you value struggle.

Happy New Year!
New years’ resolutions are both a blessing and a curse. Sometimes they actually help us make some valuable changes. More often than not though I see them as an obligatory annual event. If you don’t have them (and tell everyone all about them), something is wrong with you. How about making use of the other 364 days in the year? Improvement and change should be an on-going effort!
Drive Higher Profit With Three Proven Pricing Tactics
As has been noted by leading analyst firms, such as McKinsey and Co. and A.T. Kearney, pricing is the quickest and the most efficient way to improve your bottom line. It has more leverage than cost cutting, traditional business process improvement and any effort to increase your sales volume. It is also an area that relatively few companies focus on. Thus, excellence in pricing gives you a strong competitive advantage.
The Service Factor during Economic Turbulence
Improving and maintaining good customer service is not an exciting endeavor. It involves detailed study and steadfast execution rather than temporary brilliance or inspiration. Therefore, customer service improvement is fundamentally an effort of continuous improvement. You must develop a basic competency in process improvement to attain and sustain high levels of customer service. This means that it is absolutely critical during tough economic times that you don’t make the mistake of cutting resources that support service excellence in your attempt to control operational costs.
Do's & Don'ts of BenchMarking
Benchmarking is usually part of a larger effort, usually a Process Re-engineering or Quality Improvement initiative. Most of the early work in the area of benchmarking was done in manufacturing. Now benchmarking is a management tool that is being applied almost anywhere.
Suggestion Boxes in the Workplace
Suggestion boxes can be a part of a comprehensive cost control and productivity improvement effort. All of us like to have our voices heard, and these tips will help to administer a suggestion program fairly and promptly.

Continuous Improvement
Firstly, this article asks the question ... "Is Continuous Improvement possible?" With a slight caveat ,the answer is 'yes'. It then sets out how you can achieve continuous improvement - without adopting any of the commercial 'methodologies, without using expensive consultants. You will , of course, have to put in some effort ... mainly thought! But it is possible - for any busines.
Change Management Can Lead to Rigidity and Resistance to Change
Beware of formal organization improvement or "change management" (an oxymoron) plans. Like strategic plans, organization improvement or change management plans can reduce an organization's effectiveness. They can lead to rigidity, bureaucracy, and resistance to change. This sounds like an argument against planning. It's not. We have found that constant and ongoing personal, team, and organization improvement planning is vital. But too many "change management" and improvement plans are built on the same faulty premise as strategic planning - that there is a right path, which can be determined in advance and then implemented. We often hear managers declare that they have the right strategic or improvement plan, but the reason things aren't going according to plan is because of "execution problems." This is a deadly assumption.
Process Management Pathways and Pitfalls (Part Two)
Make sure all your process improvement activities are clearly and tightly linked to your strategic imperatives. Each effort should also have highly focused and specific improvement goals (that are an aggressive, major stretch) and measurements. Establish feedback and follow-up steps for each process management and improvement team.

Why Most Change Programs and Improvement Initiatives Fail
Many team and organization change and improvement efforts are lost or badly bewildered. Decades of studies have consistently shown that 50-70 percent are failing. There are as many reasons that improvement endeavors lose their way, as there are people, teams, and organizations trying to improve.
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