Page 351 - kf fyi for your improvement license eng 3-4-15

are going and what needs to change. Keep an eye on the goal: change any element of the system or
process that hinders communication and goal achievement.

7. Running process change? Use proven methodologies. Systems engineering and business
process improvement have been in use for decades. Great thinkers like Deming and Juran led the
way. Companies like Toyota and GE use methodologies to make comprehensive changes in the way
they do business. You don’t have to invent a new process to improve processes—the methods and
models are already available. A quick Internet search brings up the Lean Enterprise Institute, where
you can learn about the customer-focused Lean methodology that transformed Toyota. Or go to
GE.com/sixsigma, where you can learn the process that is embedded in the GE culture. Or you can
search sites to find out about KISS (“Keep It Simple, Stupid”), a change model focused on
simplicity—and other ways of thinking about change. Even a little knowledge of these methods will
help you think about process in a new way. Ask an analyst or process leader which models apply to
your situation—and how you can use them. Go deeper by taking a longer course or pursuing
certification.

8. Using data? Get the big picture. Most organizations are rich with data. Financial results. Customer
satisfaction surveys. Quality ratings. Sales information. Billions of bits of information created every
minute through online shopping, web searches, and other Internet interactions. All of this information
can help you improve process—if you know where to look. Want to grow sales, create new services,
or streamline time to market? Start by asking questions that the data could help you answer. Find out
what is available in your organization. Engage an analyst or data mining consultant to help you
interpret what you find. Go deep to look for root causes, identify patterns, and develop a clear picture
of what is happening. Pull together a brainstorming session to explore the information and generate
ideas for business improvement. What opportunities do you see? Work backwards from the data to
design a process for improvement.

9. Think process is its own end? Don’t let process improvement turn into process bureaucracy.
It’s tempting to become so focused on the merits of process optimization that you lose sight of the
true end in mind—getting better results. Beware of creeping bureaucracy, overzealous process
auditing, or any activity created in the name of process improvement. The irony being that these very
systems could end up impeding the efficiency you were seeking in the first place. Management expert
Oren Harari describes driving for zero defects as being just one small piece of the package. He also
recommends treating your suppliers as partners to improve quality.

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