Structured implementation of basic process improvement

2nd of 5 Articles

basic process improvement

Structured implementation Basic Process Improvement explores the approach for deploying process improvement most effectively and efficiently.

Structured implementation Basic Process Improvement should be deployed in a controlled manner at the pace the individual enterprise can manage.

The structured implementation plan should adopt a staged implementation by moving from a hand full of predetermined locations e.g. plants, departments or offices, etc to the next, only when the practice begins to yield fruits in the former.

The implementation should be planned over a sufficiently wide period taking care not to prematurely accelerate the implementation when the first successes are experienced.

Structured implementation Basic Process Improvement Natural Work Teams

Training at „shop-floor | admin-floor“ should take place with natural work teams, preferably at the workplace, focusing on real problems being experienced.

Training of employees could be undertaken in one 2 day session or in a modular format, at least weekly, and preferably as part of the normal team meeting schedule. (The current program consists of a total of 13 training hours (including exercises) with an average module duration of 60 min.)

For more experienced managers, a more intense program over a shorter period may be considered.

Making Basic Process Improvement Visible

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To ensure maximum impact of a structured implementation of Business Process Improvement, management needs to regularly „see“ its progress. That is, Business Process Improvement successes should be presented at regular management forums.

Business Process Improvement works best when the opportunities | problems teams are working on are „shown“. That is, „A3“ and bar or line charts should be on display in areas of work.

Problem-solving work (successes & learnings) should be shared at the local level (e.g. poster sessions) and in global forums (e.g. using internal social media platforms such as “connections”).


Training should be provided to natural work teams with Supervisors | Team Leaders taking the initial problem-solving lead.

Lean Six Sigma Master Black Belts | Black Belts | Green Belts or other improvement experts may undertake the first series of training waves and provide coaching support to teams on request.

Gradually, training and coaching responsibility for ongoing replication to other areas of the business should be handed over to previously trained Team Leaders and high performing

executing basic process improvement

Yellow Belts. This can be seen as a form of recognition and provides an opportunity for more effective and sustained deployment.

The next article will explore Basic Process Improvement Teams, structure, and responsibilities.

Forward to the 3rd Article – Basic Process Improvement Teams

Click the related articles below to learn the steps of Basic Process Improvement:

Deploying Basic Project Improvement

Structured Implementation of Basic Project Management

Basic Process Improvement Teams

Process Improvement Governance

Basic Process Improvement Visual Management

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