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Process Excellence L6S PFMEA Discussion Why Do Process Improvement Programs Fail? SOURCE: www.moresteam.comwww.moresteam.com 1.

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Presentation on theme: "Process Excellence L6S PFMEA Discussion Why Do Process Improvement Programs Fail? SOURCE: www.moresteam.comwww.moresteam.com 1."— Presentation transcript:

1 Process Excellence L6S PFMEA Discussion Why Do Process Improvement Programs Fail? SOURCE: 1

2 Process Excellence L6S PFMEA Discussion Why Do Process Improvement Programs Fail? Consider the simple model below (Figure 1) to describe the most basic elements of successful process improvement efforts: Successful program implementation depends upon three basic inter-related factors, which must be present consistently over time: 2

3 Process Excellence L6S PFMEA Discussion Skills The organization must be broadly educated to apply the right collection of process improvement tools. Many tools are needed to build a house, and all are necessary for the overall effort to succeed. A good saw does not compensate for a missing hammer. Beyond identifying the tools that are required, building the organization toolbox requires a means to deliver education content as needed, as well as the basic capability to learn, master, and apply that content. 3

4 Process Excellence L6S PFMEA Discussion Structure Skills are of diminished usefulness without a systematic structure to prioritize and guide their application on a broad scale. Efforts must be focused on the business issues that translate into customer value and waste elimination. 4

5 Process Excellence L6S PFMEA Discussion Structure Process improvement must cross organization functional boundaries, and can cause functional frictions (e.g. manufacturing vs. engineering), usually because of inappropriate performance metrics. A rigid functional organization can squelch cross-functional improvement efforts that inevitably require trade-offs. 5

6 Process Excellence L6S PFMEA Discussion Structure In recognition of this, many firms are reorganizing around processes rather than functions. The successful implementation of Lean practices requires a Value Stream Manager who owns the value stream across functional boundaries. 6

7 Process Excellence L6S PFMEA Discussion Environment The workforce must be motivated and engaged to apply the skills within the structure. Recognition, compensation policies, and the business culture must consistently support team oriented process improvement or it will die. The workforce must understand WHY it is important to improve processes, and feel that they have a meaningful stake in the success of those efforts. 7

8 Process Excellence L6S PFMEA Discussion Environment A systems perspective is necessary to connect cause and effect and therefore fully understand the WHY of Lean Enterprise thinking. Programs fail because of a weakness in one of these three areas. A basketball coach once said that "it doesn't do any good to steal the ball and then dribble it off your foot!" The message is that any program requires all of the important elements to be present. 8

9 Process Excellence L6S PFMEA Discussion Process improvement is an organic process. Think of it like tending a garden, which relies upon the correct application of several mutually supportive activities - good soil, sunlight, water, fertilizer, pest control, pruning, etc. All of those activities can represent process improvement programs. All are important, but the garden doesn't flourish unless several of them are present in the right mix over time. 9

10 Model for Lean Rollout 10

11 More information 11


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