Every leader and manager realises that continual improvement is important. Yet why is it that so many improvement initiatives struggle to generate value and get discarded? I think that's a fair question today.
Since the 1990s when improvement initiatives involving lean and six sigma methodologies started to become common place., the methodologies have been the main focus to the point where improvement work is even named after the methodology - lean projects, six sigma projects, agile projects.
It's this zealot like focus on methodology that I believe has now led to less value being generated.
Regardless of the method used, they are simply packages of tools and processes designed for specific scenarios.
Lean evolved from addressing wasted time and work flow issues that affected cost and productivity.
Six sigma was designed to get to the cause of unwanted variation so it could be controlled.
So when we name projects after the method to be used, this could be likened to a motor mechanic naming their repair job after the tools they plan to use - this is a socket and spanner repair - doesn't really make sense when you think about it.
The progressive way forward for business improvement today is to recognise that work needs to focus on the scenario, the problem, rather than the methodology to be used.
Scenario driven business improvement is the key to its success and survival in times when cost becomes the focal point.
