Comments on: Do we need a Continuous Improvement department?

By: Ahmad Fannoon

Ahmad Fannoon — Sat, 06 Jul 2024 11:17:36 +0000

In an ideal world, you don’t need a CI department, CI is everyone’s job. But in reality, absolutely you need a well structured CI department to promote the culture, drive initiatives and support / guide other team’s efforts. I have never seen or heard of an organization that is mature enough to implement proper CI with a CI dedicated function.

By: Kevin Clay

Kevin Clay — Sat, 18 Feb 2023 22:32:35 +0000

In reply to Andrew. Great comment. Unfortunately, this department has become a silo for policing processes (which will fail quickly) rather than a group of mentors used to propagate continuous improvement in the organization.

By: Andrew

Andrew — Sat, 11 Feb 2023 10:55:49 +0000

Yes there absolutely needs to be a separate body teaching the importance of improving processes at the process owner level and governing how this gets executed across the organisation to ensure there is a standard logic and transparency into what is happening. Equally important is that a platform is used to give this information to senior and middle managers in real time without having to disturb their staff.

By: Daniel Raj

Daniel Raj — Sun, 18 Nov 2018 09:59:55 +0000

Top management sponsorship + CI Experts governance + Functional Heads buy-in + Front-end people’s desire for improving current state = success

By: Jennifer Hooks

Jennifer Hooks — Fri, 27 Jan 2017 14:16:08 +0000

Boy am I glad I dont work for some of you. We have a dedicated department “Performance Improvement” with excellent facilitators (internal consultants) that assist departments on a daily basis. They train our organization in Lean, Six Sigma, Change Managment concepts and many soft skills (presenting your project A3, Gemba walk and talk etc) Many organizations like ours do not prioritize well and our PI team works with leaders to scope. Our PI team only works with areas that ask they never go in and tell departments hence they are never seen as the bad guys they are seen as needed and valued. This culture is driven from the top. Culture change is hard and our PI team is there assisting to drive organizational change toward continous improvement. So yes a dedicated team works in our organization.

By: Keith Parsons

Keith Parsons — Wed, 12 Oct 2016 08:56:10 +0000

Continuous Improvement is a culture and not just a box full of tools and techniques. It is about behavioural change across the organisation with demonstrable commitment from senior management. It should be embraced as such and the notion of having a CI team negates the realisation of the objective. Further, a specialised CI team are seen as an imposition on the rest of the organisation and as such, resistance to change escalates rather quickly!

By: Gerhard W. Kessler

Gerhard W. Kessler — Wed, 18 May 2016 14:20:16 +0000

Now a eureopean comment, even I am actulaay in China doing a lean project. In my opinion and experience there is no need for a specific department, BUT somebody in the organisation , who repots LEAN activities to senior management needs to be installed for sure.
Gerhard

By: Robert Chan

Robert Chan — Wed, 18 May 2016 12:50:23 +0000

In reply to Kevin Clay. Job = Standard work + Improvement. That means "Improvement" is part of manager's job. Why have a CI department?

By: Kevin Clay

Kevin Clay — Wed, 18 May 2016 06:23:04 +0000

In reply to Scott.

Scott,

Centralized CI can work only when there is buyin from stakeholders and a expectations have been communicated effectively. Even then, they tend to fail. Over time, most centralizecd CI groups end up as “the cops” of the organization. That never end well.

By: Scott

Scott — Tue, 17 May 2016 19:28:35 +0000

My company recently transitioned from distributed to centralized CI and I think it was the right move for us. Our company is very large, and everyone is already busy with day-to-day demands. Having a group dedicated to continuous improvement has really helped to drive things forward. The dedicated CI folks can focus on project management and prioritization. The departmental managers play a supporting role and ensure that day-to-day activities keep going.