Your organization is always reinventing; it changes in order to meet current customer demand of services and or products. Is your organization’s ability to keep aligned with the newest emerging technology part of it’s strategy? How often does technology meet with various business units to discuss continuous improvement of technology to attain strategic goals.
Continuous improvement is the act of regularly examining processes to discover, and then eliminate found issues. This is done by making minor changes and focusing on how to improve things instead of trying to maintain the status quo. Consistent evaluation within the work environment or work flow ensures the improvement cycle is maintained and alignment to corporate objectives.
The first step to improvement begins with an analysis to identify the actual problems that are affecting the department. Creation of groups to brainstorm or interview colleagues ensures relevant information of the issue is captured. Next, the team discusses how to remedy the problem and the changes required to implement the resolution. Finally, the team should review the outcome to ascertain how the department has responded and whether the fix was successful or not.
This is just an outline of how continuous improvement can help your organization. One of the key factors of this exercise is that the entire process should alleviate any underlying root causes. Several problems can easily be masked by another problem.
By eliminating the underlying root causes, you have not only solved the surrounding issues, but have prevented cascading issues form occurring
The best benefit of using continuous improvement is the ability to improve your overall organization, while increasing customer support and loyalty, which then leads to increased revenue and an increase in your profit margins. No organization should remain static; and improvement should be part of its strategy.
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David G. Peterson is a business consultant and author of Handling the Remedy. He has extensive international experience managing projects and operations for large financial institutions. He has worked in North America, Europe, Middle East and Asia skillfully managing business and technical requirements, core systems enhancement and support, merger and acquisition integration's, business process reengineering, off-shoring and outsourcing.