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Continuous Improvement.Sustaining the Effort.ENGLISH
This document discusses how to sustain continuous improvement efforts. It examines how mature improvement programs motivate workforces and reenergize them with activities like treasure hunts. Building a common vision can strengthen efforts and contribute to the bottom line. Human resources, middle management, and improvement teams can advance a culture of continuous improvement. Insights are provided to inspire continuous improvement and carry it into the future. Sustaining improvement requires being willing to change old habits, empowering managers and customers, supporting each
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Continuous Improvement.Sustaining the Effort.ENGLISH
- 1. Lean Leadership Sustaining theEffort Carlos Conejo, LSSMBB www.mculture.net carlos@mculture.net 805-405-2569
- 2. Why are wehere? Examine how companies with mature improvement programs: • Motivate the workforce to support and maintain improvement strategies • Why Improvement Ideas Often Fail • Treasure Hunt Activities to reenergize the workforce • How to build a common vision to strengthen and contribute to the “Bottom Line” • How Human Resources, Middle Management or CI Team can advance a Culture of Continuous Improvement • Insights to Inspire Continuous Improvement and Carry it into the Next Century
- 3. We are losingJobs to other regions and other countries! What can you do today to ensure you still have a job in the future?
- 4. How “Programs” areTypically Introduced Top Down Do It! Bottom up • Take Action • Don’t wait to be told what to do! • Mange the Process – “Flex”! • Train & Develop your Employees Emphasis on: 1. Standards 2. Measurements Challenge: 1. Building a culture of CI and Empowerment at VTI 2. A New Mindset & Management Philosophy 3. A new Workforce attitude around the processes that sustain CI 4. Customer-Driven Behavior 5. Everything is “up for Grabs” to Improve VS.
- 5. Global Competition Profit Old Economy: COST +PROFIT = SELLING PRICE New Global Economy: SELLING PRICE - COST = PROFIT 5
- 6. Why CI “Programs”Fail They don’t include everyone in the process Middle managers are not willing to “Manage” new Systems and Processes People and Businesses are not willing to change. They want to go backwards to the “way it was before” They “don’t have time” Resistance comes from Front-line supervisors who are: 1. Already “very busy” 2. Potentially threatened 3. Mandated to change 4. Receive very little help in their attempts to change
- 7. How do weBuild a Culture of Continuous Improvement? • VTI has to be willing to "unlearn old habits" very quickly! • Managers must empower: Managers, supervisors and potential customers ... • Executives must support • As a team we need to support each other ... • You need to direct your people • You Need TRAIN • You Need DELEGATE ... • But you must know when and how ... You Are EMPOWERED!