This one is easy, right?  Every DMAIC project “ends” with a handoff back to the process owner, doesn’t it?  Every Rapid Improvement Event involves the owner at an integral level, right? Is it always this easy?  Disclaimer – The scenario below can really happen. What happens when there is a disconnect?  Maybe there is some ...

CPI isn’t just a bag of tools (“sprinkle a little Lean on it, add a dash of Six Sigma…”).  An organization can’t just hire a consultant to “do Lean” to some departments and expect any meaningful change to take hold.  Getting meaningful results requires a much more “big picture” mindset, with real commitment from senior ...

Maintaining Process Improvements is a challenge.  There is a natural tendency to revert to old habits, especially when things get tough.  Just ask anyone who’s quit smoking!  Change is hard, but staying changed can be even harder. Here are some ways to maintain the change once the CPI Project is over: Don’t forget the validation ...

So who works for you?  Do you have a team of hard-working, eager, experienced, and energetic CPI Practitioners out there making amazing things happen at record pace?  Do they report directly to you, with no distractions to slow project completion?  You know… those people who make your job so easy that your Process Improvement Program ...

One key challenge in Process Improvement Leadership can be the initiation of projects.  As a CPI Leader you may or may not be privy to the challenges occurring in other departments (or, on a larger scale, other facilities).  In a large (multi-site) organization it makes sense to coordinate efforts in order to reach maximum benefit ...

Some functions in an organization have well-defined boundaries.  Production, Quality, Sales, Maintenance, Logistics, Human Resources…  For the beginner in those fields it is pretty easy to see where your responsibilities begin and end.  But what about process improvement leaders?  How do you define your boundaries, and how do you maintain those boundaries with your peers ...