So, where to begin? Make sure the chain of communication is clear and open so that employees can respond and ask for clarification if need be. Leave no room for interpretation here.
Continuous improvement requires training, information, and education. Give feedback , not just at the annual review, instead throughout the year. Make sure employees know what they are doing right and what they need to improve.
Be consistent. If you have an incentives program, or have implemented strategies to reward good work, the goals needed to reach these incentives must be clear and consistent.
One way of sustaining the process is to regularly share success stories and recognize those involved. Many employees take pride in their work and are intrinsically motivated to improve them. They are simply looking for recognition and praise for a job well done. Habits are the set of things that people do subconsciously on a daily basis. They are in fact very difficult to change. Part of the challenge of starting and sustaining a continuous improvement program is identifying a set of desired behaviours and continuously reinforce them.
This can include training and retraining employees, helping people understand when their behaviors are misaligned with the continuous improvement efforts, and giving positive feedback to those who exemplifies the desired behaviours.
Building a culture of continuous improvement takes time and does not happen instantly. It takes several years of deliberate planning and action. As a general rule, all things decay and rust over time if they are not properly taken care of.
This analogy also applies to your continuous improvement culture. Just as your house or car requires regular maintenance to perform at its optimal condition, your continuous improvement culture also requires regular attention and care.
Some things that can keep the culture going include: 1 on-going training and development of employees, 2 development of leaders who believe in the process, 3 having corporate policies and incentives that are aligned with your improvement goals, and 4 recognizing the people who are doing good work and showing them their contributions to the organization.
Use The Lean Way to start and sustain a continuous improvement culture in your company. Get started with a free 14 day trial. Doanh Do is graduate of UC Berkeley. He is a co-founder of Paramount Decisions, Inc. Through his research and software companies, Doanh's goal is to help the AEC industry be more innovative and lower the barrier to applying the best practices in Lean Construction.
Paramount Decisions helps companies make better design decisions through Choosing By Advantages. The Lean Way helps companies start and sustain their lean and continuous improvement efforts. Organizations that excel at continuous improvement incorporate it into their values and reflect it in their hiring and training. Employees take greater ownership in these companies because they are invested in the process of ongoing improvement. If you visit a firm that excels at this work, the signs of continual refinements will be visible in every aspect of the culture.
Continuous improvement is a way of life, not a passing fad or short-term fix. Actively scan device characteristics for identification. Use precise geolocation data. Select personalised content. Create a personalised content profile. Measure ad performance. Select basic ads. This continuous effort drives a competitive advantage for organizations that get it right but, as with many things in life, consistency is not easy to achieve. For many, the very mention of continuous improvement brings about an instinctual eye-roll due to some negative past experience with this approach.
Many times employees and leaders feel burned by a CI "program" that was forced upon them and only really resulted in a bunch of busy work focused on cleaning up their area or taping up whiteboards. So, it's critical when learning about and considering introducing continuous improvement to your organization, that you are clear about what it's real intention is Additionally, continuous improvement is not a "program"!
If we introduce CI as a program we immediately set the expectation that it has a start and end date. This is in direct conflict with the cultural change that we are attempting to drive CI should never stop and when it's in effect we will see improvement in a couple of ways.
In general, improvement comes in one of two forms for businesses:.
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