e - TRACC

TOO FAR TOO FAST - StrategyNeglecting to design a mechanism toleverage scarce specialist resourcesLine managers regard continuousimprovement as a corporate/specialist responsibility or temporaryinitiative. They don’t lead thecontinuous improvement effort,because they don’t believe it meritstheir time and attention.Failing to implement managementprocesses designed to sustainimprovementsWithout these sustaining processes,initiatives such as 5S are deployed toareas with much fanfare and all butforgotten six months later as the area buckles under production pressure.Neglecting to create a mechanism to identify and share learnings and practicesacross plantsThis results in isolated pockets of excellence within the organisation, but an inability toidentify best practice or replicate it across shifts, areas, sites and divisions.Failing to create a mechanism providing systematic visibility for senior leadershipinto programme progress and resultsThus the next leadership generation questions ‘cultural’ programmes such as 5S becausetangible benefits aren’t apparent immediately. The continuous improvement budget isseen as non-essential and staff is cut or programme commitment wanes.To obtain production system success, organisations must include not only the vision ofhow the organisation will operate under the system, but also a well thought-outimplementation process in the design. Anything short of a design considering boththe ‘what’ and ‘how’ might mean the production system effort will become nothingmore than a temporary corporate initiative that’s abandoned because of one or more ofthese challenges.WGLL Journal Volume 2 © CCI info@etracc.net www.etracc.net