When you start generating improvement opportunities, it can be tempting to flit between activities.
About the author:
Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen.
Giles is also the author of Effective Root Cause Analysis and 'What Does Good Look Like?'.
For many people, the starting of continuous improvement activities is exciting. Planning out improvements, thinking about what could be. This can be motivating and, for some people, more interesting than doing the work to deliver the improvement.
During the delivery of the improvement there will undoubtedly be:
- Frustration
- Learning
- Friction
- Experimentation
- Bouts of looking foolish
- Backtracking
- Winning
I see too many organisations that dabble with improvements. Great ideas, poor execution.
Persisting with an improvement, until it is done, is a strategy that most of us can benefit from.
After all, if you don't deliver the improvement, you won't get the results.
If you find that you have lots of loose ends in your business, then I recommend you reflect on this post and decide how you want to do things differently going forward.
If you want some additional strategies to help you deliver on your continuous improvement ambitions, then check out my book Effective Continuous Improvement. It includes strategies and approaches to identify, manage and deliver continuous improvement projects.
About the author:
Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen.
Giles is also the author of Effective Root Cause Analysis and 'What Does Good Look Like?'.