The key to successful process improvement and change is management commitment at all levels of the organization. A successful change program consists of a vision, skills, incentives, resources and a plan of action. They are valuable reminders that the process program is important and that the people who help it succeed, even in small ways, are sincerely appreciated. With those features, you don't need a complex measurement approach to help analyze your process program.
Linking process mastery with work performance evaluations is a good way to maintain process improvement across the organization. Whatever path your organization takes, it's important to remember the commitments you share with your staff, especially (for the central topic of this book) those related to process mastery. Public announcements about your company's commitment to processes and your growing success with processes tell a good business story. However, in the field of process improvement, it's important to understand that creating the program is just the beginning.
You'll want groups to evaluate recommendations for improving existing processes, and you'll want groups that can research current activities across the organization. These fields of action for process improvement lead to increased efficiency (better quality, faster production times, lower costs, etc.) Therefore, the keenest critical point of view appreciates the link between customer satisfaction and the process. When you manage your teams, in part by setting objectives that emphasize the integration of processes and programs, you should naturally expect them to work to achieve those objectives. People need to know who they can turn to, not what, to offer ideas and insights that can be used to make business processes more effective.
If you're tasked with managing a process improvement project, it's essential to start with a solid foundation. Process improvement and its broader discipline, process management, also have to do with common standards, consistencies and expectations. Since an organization's process program should reflect the way it conducts its business, the program should be officially considered as an essential element of the company. He has led strategic initiatives in several major companies and is one of the most experienced and knowledgeable process professionals I have ever worked with.
Here are four ways you could consider to help you establish feedback mechanisms in your organization that can work to maintain your process program.
