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. |
