Over the past 20 years, I have seen many companies start projects to improve existing processes. Companies and their leaders embarked upon process improvement efforts with the hope of driving out process waste and increasing overall process efficiency. Unfortunately, sometimes efforts to improve business processes are more costly and daunting than managers originally anticipate. However, some managers allow a watered-down version of the process improvement efforts to continue under the guise that something is being done about the inefficiencies of the organization’s processes. Here is where the effort to truly improve processes becomes a lie which can be categorized as process improvement subterfuge.
Today, I see companies start a process improvement initiative (e.g., TQM, ISO, CMMI, Six Sigma, etc.) only to let the initiative die after a few months to a year or two. What is more alarming is that, in my experience, it appears that in some cases the intention was not to really implement the process initiative completely anyway. Many managers are just going through the motions of implementing sound processes.
Once the first phase of the process initiative is complete, management tends to lose focus and enthusiasm for the initiative. How often have you heard organizations state, “We’re in the middle of implementing process improvement XYZ” years after the initiative started? Instead of actually implementing sound process improvements, some companies would rather practice process subterfuge and convey a façade of process rigor, when the rigor actually does not exist.
I do not think that managers intentionally lie to their employees, customers, and shareholders about the true status of the organization’s process improvement initiatives. Many times managers really want to implement the process improvements, but they find themselves “too busy being busy” and ultimately they just do not have enough time to complete the process improvements. In other cases, the organization finds that its already tight budget does not allow for process improvement initiatives to continue at the same level. Unfortunately, in these cases, management tends to decrease the budget for implementing or improving processes, which gives the impression that the process initiative is still well underway. An underfunded and understaffed initiative tends never to succeed. Hence, the process improvement façade continues literally unabated.
In order to avoid unintentionally committing process subterfuge, I recommend the following:
- Assign clear ownershipAssign an owner who has the authority to implement the initiative and accountability to successfully bring the process improvement initiative to fruition.
- Set clear short- and long-term milestones leading to the successful implementation of the initiative
- Communicate the reason why the organization is undertaking a new process improvement initiative and ensure that regular communications are provided to the organization
- Continuously solicit input from members of the organization regarding how to best implement the new process improvement initiative
- Celebrate the successful completion of each milestone
- Once the process improvement is firmly in place, share how the improvement has positively impacted the bottom line
Process subterfuge happens more often than leaders and managers care to admit. If you are a leader and you find that process subterfuge has occurred in your organization, it is wise to either quash the initiative or assign someone to own completing its implementation. If your organization is embarking upon a new process improvement initiative, try the ideas aforementioned to avoid the time and money wasteful activity of process subterfuge.
About The Author
Dr. Milton Mattox is a senior-level business executive, leader, and technologist who has worked with some of the world’s most acclaimed companies. An expert in software engineering, information technology, and quality process management, he continues to practice the leadership techniques and methodologies outlined in his books and articles to successfully increase return on investment for organizations and companies.
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