Re-active to Pro-active 1
Finding time for improvement whilst still dealing with the day to day. Plan do check act. What does this mean? Organisations which are proactive in improving continually are seen to employ some variant of this method. The converse, reactive approach is ‘plan do, do, do, do and if the wheel comes off, firefight’.
Re-active to Pro-active 2
It is my experience that pro-activity in behaviour does not just happen, it is more than just and attitude, it is, in addition, a system, a process which is organized to happen on an ongoing basis driven by top management. In this article, I want to look at the parts of the system which many pro-active organisations have put in place in order to win Continuous or Continual Improvement.
Re-active to Pro-active 3
Although these are essential systems to be put in place people in an organisation have to have the right mind set.
This is the third and final article in a series of three articles on getting the management of a business to be pro-active.
‘People don’t do their actions’ - So Back to Basics
Although there are essential systems to be put in place, people in an organization have to have the right mind set
Culture is an Organisational thing
KPIs: What is the right information
It is very easy to have lots of information about the business clouding the important stuff, or even missing the important stuff. How can you identify the KEY indicators which lead to improvement. One good way is process mapping
KPIs: Getting the information out
If it is difficult or laborious for people to extract and present information regularly, many fail to do it…. ‘not worth the effort!’ Nowadays we have the software to enable us to set up an automatic real time extraction quite easily using spreadsheets and databases or proprietory business systems.
KPIs: Getting the right behaviour from all of your people
Information for the front line is intended to produce action to improve processes. But this improvement will not happen unless the right reviewing and problem solving activity is established and run well formally and regularly.
Questions and Answers. What are the most common problems with implementing them and getting good value from them.
This article is about the philosophy of the application of KPIs
KPIs: Quick Improvements
This is more than just the involvement of lots of people in the front line. Their involvement is a vital ingredient but it is only part of the process.
KPIs can be of great value if they Genuinely motivate and guide people to quick action.
Sustaining performance improvement
People need to get a win out of the effort they put in to change things. They need to be recognized and rewarded in the broadest sense of the word. For this to happen they need to see that they are making a difference and so does top management.