You plan and implement continuous improvement initiatives
Self-sustaining continuous improvement (CI) programmes are a key indicator of a business which fully embraces the need for change. The provision of working time and support for employees to improve the way they and their team perform, results in a significant advantage to a company, since everyone helps to address and resolve issues affecting day to day performance.
Key Issues
·         Before any CI projects can take place:
o     The CI programme must have management commitment to train people, provide resources/funds and allocate working time to the project
o     All employees must be provided with information on issues affecting the business so that CI projects are correctly focussed.
o     Everyone should expect to be involved in CI activities.
o     CI teams must be introduced across all business activities
o     Training must be provided to the CI teams on identification, planning, reporting and implementation of suitable change projects
·         Once the training is complete and the teams established you can expect them to begin to suggest CI projects. When this happens it is important that:
o     Managers are able to distinguish between appropriate CI projects which must be managed by the CI teams and significant change projects that managers must own
o     Senior managers must review project proposals and ensure that facilities, equipment and money are provided to support the implementation of the team’s recommendations, once approved.
o      Projects should be selected on the basis of focus on key business performance drivers
o      Your managers’ experience should ensure that CI projects are achievable and within the scope of the team
o     CI projects should be undertaken by self selected teams that appoint their own leader
o     The teams should be supported and facilitated in their work by managers.
o     Working time must be allocated for teams to work on CI projects
·         It is imperative that you recognise and reward the teams’ efforts for any significant improvements. The reward need not be monetary. A little praise goes a long way.
·         Companies who have taken the CI approach have found that well supported teams can work on issues across the business, delivering significant improvements.
Factors for Success      
Factors to  Avoid
1.     CI projects must focus on those aspects the CI team understand well and can influence and improve
2.     CI teams must be able to escalate issues they are not equipped to address themselves
3.     Managers must acknowledge the benefits and say thank you to the CI team
1.     Elaborate and costly systems offering cash payments to individuals for making suggestions on improvements
2.     Managers taking credit for CI teams’ achievements
3.     Management expecting CI teams to undertake projects beyond their level of accountability, training or experience.
Who does this apply to?
General management, senior management, logistics/operations management, team leaders and everyone employed by the company
Realisable Benefits
Significant improvements can be achieved on the effectiveness of processes across all areas of the business.
Key buying factorsKey buying factors

Key buying factors

Understanding valueUnderstanding value

Understanding value

Measuring customer satisfactionMeasuring customer satisfaction

Measuring customer satisfaction

Improving customer satisfactionImproving customer satisfaction

Improving customer satisfaction

Quality standardsQuality standards

Quality standards

Delivering quality standardsDelivering quality standards

Delivering quality standards

Continuous improvementContinuous improvement

Continuous improvement

Deliveries (on time and in full)Deliveries (on time and in full)

Deliveries (on time and in full)