sounds like the answer in theory can be proven in actuality. Too many times we think a quick fix will solve problems only to find out otherwise. Utilizing PDCA will test it out or enable the team to take what was expected, what actually happened, and what was learned to move closer to a final resolution. This process may have to be repeated multiple times.


Action items. Enlist team involvement by assigning action items to as many people as possible. Give due dates to these action items and make them visible to everyone on a communication board. Use a green-red system for task completion. Green means the task or commitment was met, red means it wasn’t. People do not want a red by their name, and they will work to make sure that doesn’t happen.


QA considerations. Make sure that any new pro- cess complies with your quality system. QA must be involved to ensure that it does.


Cost savings. It is great to show benefits in the form of cost savings to substantiate the value of the project. This can be tracked and used to show CI progress.


Follow-up actions. Someone must watch over the process or things will slide back. Adding follow-up as standard work for front line supervisors is recommended.


Leaders must show passion, persistence, and patience when leading projects. Make it fun and celebrate successes. This will make others want to participate in the future. Getting employees in on the ground floor of change will help their understanding of why the project is needed and what needs to be accom- plished. When the team collaborates on the solution, they build ownership and buy-in in the process. Have everyone on the team report to the others. This will strengthen buy-in as well.


To learn more, join Jim at the 2017 Continuous Improvement Conference on April 2–5 in Pittsburgh, PA. Jim has had success with stimulating and utilizing employee engagement to solve problems while creating effective results and will be sharing more on how to do so.


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The Magazine 7 3.2017


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