Skip to main content

One strategy to accelerate continuous improvement projects

You're right!

There are many strategies to help accelerate continuous improvement projects becoming a reality.

But, I want to share one fundamental strategy, without this the others are largely pointless.

Have a list of your improvement projects.

That's it; pretty basic I know.

It is however a strategy that I see missing from businesses that are struggling.

(Quite often they are not just struggling with continuous improvement projects, they seem to have loose ends everywhere!)

There's lots of things you can do with a list:

  • You can prioritise it.
  • You can stop having to 'remember to remember'.
  • You can share it with your bosses and colleagues.
  • You can use it to balance out workloads.
  • You can convert parts if it into action plans.
  • You can use it as a point of focus for the business.

But, you can't do these things without a list in the first place!

You can make a difference today

So, if your continuous improvement projects aren't going the way that you had hoped and you don't have a shopping list of continuous improvement ideas then I would recommend that you start there.

And, if you want to discover at a range of strategies to improve how you implement your continuous improvement projects then check out my Making It Happen course where you can practice new skills and improve your business at the same time. You can find out more about it here.

Enjoy writing your list,


About the author
Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes.

Giles is also the author of Business Process Re-Engineering and creator of the 'Making It Happen' continuous improvement strategies course.

Popular posts from this blog

Stop firefighting, start performing!

Another weeks passes and another example of unnecessary fire fighting demonstrated by a business I have been to help. If you have this taking place in your business, let me ask you a few questions: 1. What keeps on happening? Regain control with this practical book Can you pin down what it is that you keep having to do, to get out of trouble? If you can't, is there a pattern you can observe? 2. Do you want it to stop? Is it causing you enough of a problem that you want it to stop? If the answer is yes, keep reading, if not park it for another day. 3. Find out what is going on Do you know why you are having this issue? If you aren't sure where the issue is arising from, then take a few minutes to have a look around. When you have some idea, go to the next step. 4. Cause and effect Do you know what is truly causing the fire fighting situation? If you spend the time to get to the root cause of the situation , you have a good chance of permanently eliminating this situation. Most p

Kaizen improvements need to be specific

Do you find that your Kaizen improvements don't always go to plan? If you do, then you're with the majority! Whilst there is great deal of 'trial and error' there is a simple approach that can help. Available from Amazon Being specific about critical parts of your improvement can uplift your results. So, how do you go about doing this? The most direct route is to be clear about which parts of your improvement are critical. From here you can explain, in detail, what you want for those items. This might take some practice as many of us have become lazy in this regard. We take it for granted that our team 'get us' and will know what they need to do. If you ever feel that something basic is missing from an improvement ask this question: "What does good look like?" The answer should put you back on track. About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and

Are your teams clear?

I have recently finished working with a team that were struggling. They were struggling to meet their production schedules. They were struggling to respond to customer enquiries on time. They were burnt out and frazzled. After some prodding and poking it became clear what their issues were. In particular, it became obvious that expectations of the team weren't clear or defined. Defining what you expect from teams is a standard management approach. The problem with most teams is that leadership describe the standards in vague terms . So, what happens if you get the standards crystal clear? You should expect to see the team produce the right outputs. They should produce the outputs at the right time. And, they should produce them in an agreed way. Be clear with your teams. Ask the question: What does good look like? If you want to get some more ideas on how to define effective standards and visions, get your copy of my book today . What does good look like? is a practical guide to h