Having established the future vision and baseline, the next critical stage for any Improvement programme is to create a robust action plan. This must provide clear direction for everyone involved, have Smart (specific, measured, achievable, realistic/recorded and time-bound) objectives and be closely linked to, and support the achievement of, the vision.
It is also vital to recognise that any plan is a 'living' document, and the action plan will need to be regularly reviewed in the light of new developments, with progress monitored. This is a core activity that must be undertaken to maintain focus, remove roadblocks and deal with any other issues that arise.
While coaching and facilitating capabilities are again important during this phase, so is another skill set. The importance of project management is often underestimated, but a person with the right project skills (and using any one of the associated packages available) can prove the difference during a major programme.
To actually undertake the action plan, a number of tools and techniques need to be employed. Some of these will transfer from the previous programme phase; having been used to identify the baseline they can also be used to help close the gap. For example; 5S workplace organisation, overall equipment effectiveness, process control, waste walks and process mapping can all help.
Other tools, that can be crucial in this process - with selection having to be based on the organisation's needs, abilities (and training) - include: structured problem solving; Poka Yoke (error proofing), whereby simple controls are introduced within a process to stop errors occurring; and process flow, which looks at the way the process is carried out and uses techniques such as just-in-time.
Despite the temptation to jump straight into the 'doing', if lasting change is to be achieved then everyone involved, either directly or indirectly, needs to understand what they are doing and why, and have their views recognised.
Therefore, not only must all improvement plans be clearly and regularly communicated, but also regularly reviewed, challenged and updated, to ensure the improvement programme continues to move forward. Hence, the importance of project management.
Kevin Bennett is a lecturer with Smallpeice Enterprises
Tel: 01926 336 423