5 Proven Ways to Get Buy-In from Stakeholders for Process Improvement
Implementing changes in process improvement requires more than just a well-designed plan; it demands the support and buy-in of key stakeholders. Securing stakeholder buy-in is crucial for the success of process improvement initiatives, as it ensures support, commitment, collaboration, and sustained endorsement. Engaged stakeholders are more likely to commit their time, resources, and efforts, bringing […]
Training Development for Sustainable Improvement: Part 3
In our previous blog, I started teaching how you can use the Training Development tab effectively in the Process Worksheet (downloadable for free here) to develop a successful training plan. We are wrapping up this blog series by discussing how to effectively use the remaining columns (E, F, G, H, and I) of the sheet. […]
Training Development for Sustainable Process Improvements: Part 2
In last week’s blog, I shared the common mistakes to avoid in training, the importance of formalizing training, and the two-week lead time for completing the training. This week, I’ll teach two key aspects of training development (interrelatedness and follow-up emails) and how to use the Process Worksheet (downloadable for free here) effectively in training […]
Training Development for Sustainable Process Improvements: Part 1
We’re starting another blog series tackling the sixth step of the PDCA process: Training Development. Before we proceed, let’s quickly recap the PDCA process. It consists of four stages: Plan, Do, Check, and Act. In the Do phase, we focus on developing countermeasures to the problems identified in the previous steps of the Plan phase. […]
The Pitfall of Chasing “Low-Hanging Fruit” in Business
It’s tempting to focus on “low-hanging fruit” in business. These are the easy wins—the tasks or projects that can be completed quickly and with minimal effort. It’s understandable why businesses are drawn to low-hanging fruit. It’s a way to see quick results and boost morale. In process improvement, targeting “low-hanging fruit” often appears as an […]
Part 3: Developing Countermeasures in Process Improvement
In last week’s blog, I discussed why we aim for an 80 percent completion rate for developing countermeasures within 30 days. To wrap up the blog series, I’ll teach you a simple yet effective method to ensure you are on track to achieve that 80 percent. To read the first two blogs in the series, […]
Part 2: Developing Countermeasures in Process Improvement
In last week’s blog, I shared with you how setting a 30-day lead time can help in successfully developing countermeasures. This time, I will discuss why we aim for an 80 percent completion rate in our 30 days of countermeasure development. If you’re in the process worksheet (download it for free here), you’ll see your countermeasures […]
You asked, we listened: Unveiling Our New Process Improvement Learning Center!
Are you tired of clunky, inefficient processes slowing down your organization? Do you dream of a streamlined workflow that boosts productivity and helps your people succeed in their respective roles? Then welcome to the future—your future! We’re thrilled to announce the launch of our brand new Process Improvement Learning Center, a one-stop shop for everything […]
How to Get Your Employees on Board with Process Improvement
Employee involvement is key to successful process improvement. If you want your employees to work together to achieve company goals and see the bigger picture, they must first understand their role in the company’s success. When employees are involved, they feel valued and empowered, which leads to increased productivity, efficiency, and job satisfaction. Here are […]
How to Identify Countermeasures Part 3: The Third Component—Person In Charge
In last week’s blog, I shared with you the first two of the three components of a great countermeasure: the key operational change and supporting tools. Today I’m going to discuss the final component—the person in charge. The Third Component of a Countermeasure: Person in charge Naming the individual responsible for driving change If more […]
