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Engaging The Organisation

When people get motivated, they will endure hardship and suffering to achieve their goal. If it is something they find compelling in the words of the song....aint no mountain high enough. Some organisations are better than others at tapping into this rich vein of motivation. Those that do it well make improvement a central part of their day to day routine by support the 6 principles of successful engagement these are:

1. Create an interest;
2. Supply just enough information;
3. Provide practical activity to support learning from experience;
4. Provide points of conclusion to reinforce sense of achievement;
5. Help participants to visualise how the new information fits with existing practices;
6.Provide follow up coaching.

Engagement is one of the factors which separates organisations that achieve year on year improvement from those that do not. Try our organisational health check (click here) to assess the current level of engagement within your organisation. Then register for our free briefing notes and 100 day improvement programme to develop your own route map. This is based on our experience of working with well known and award winning organisations.

Improvement programmes which support these principles include the transfer of previously complex and specialist tasks to the lowest level possible. This provides a skill development path for all levels. Most importantly it releases management and specialist resource to move away from day to day issues, changing the traditional relationship between shop floor and specialist functions.

The prize of less coordination, improved communication and more empowerment requires a new set of accountabilities so that the whole organisation is engaged in a cross functional end to end improvement agenda. (See example below).



Releasing the Full Potential

This is an example from a programme we ran for a Food Manufacturer. Here we worked with the management team to develop a hidden loss treasure map for each level of the organisation setting out where current practices masked hidden losses and waste.

As the root causes of firefighting were removed, the level of management coordination could be reduced, safety stocks lowered, lead times reduced, forecasts improved, projects delivered more cheaply and in less time. With this treasure map the organisation was able to quantify the potential for improvement and manage the changes to lock in the gains.

The outcome included:

  • A route map to deliver business strategy through the improvement programme;
  • Improved performance through clear, realistic and achievable accountabilities for operational technical and business process improvement priorities;
  • increased innovation and cross functional learning (end to end improvement).

Action Learning Programmes

The core of the engagement process lies in supporting the delivery of the new accountabilities and giving recognition. Together these produce an action learning process for teams to apply improvement tools and secure measurable benefits reinforcing lessons learned and building confidence to address future challenges

For more information about Action learning programmes click here. The link also also sets out the four improvement roles needed to deliver lasting improvement.