Continuous Process Improvement

continuous process improvement

Why Continuous Process Improvement?

continuous process improvement

Everyone involved in business agrees that to remain a player in any chosen field is becoming increasingly complex. The phenomenon called globalization has torn down borders, the few that remain are fast disappearing and with that has come, an avalanche of competitors.

To retain a competitive advantage is essential. This can be achieved in one of two ways. The first is to embark on a strategy of process excellence, which includes process management  continuous improvement, and innovation

Lean Six Sigma, which has been around since the late 1980s and growing in stature, offers the twin factors needed to succeed. It is a process improvement methodology suited to transactional and operational processes.

Click here for more on Process Innovation.

From Business Strategy to Continuous process Improvement

Taking its cue from the business strategy, a process excellence strategy is compiled, which should include a continuous improvement component.

Different approaches to continuous process improvement can be taken. For example Lean, Six Sigma, Theory of Constraints, 8D, Total Quality, SCRUM, etc. Selecting the right one, or a combination thereof, to yield the best results, depends on the organization’s current situation and culture.

While each of these approaches has produced massive successes, when they are inappropriately or incorrectly applied, they can cause a lot of frustration.

When an organization can clearly demonstrate a burning platform and it has positively evaluated and found that the organization is ready for improvement, the right approach can be settled on.


Core improvement areas and processes are then prioritized and their current performance reviewed. 

This is followed by the identification of initial opportunities to demonstrate success. From the outset, an opportunity identification mechanism should be set in place and automatically updated. 

It is common, not the norm, that a portfolio of opportunities is identified. These opportunities of varying degrees of complexity, the effort required, and benefits delivered.

Not only should the appropriate and capable resources be allocated to maximize these opportunities, but the correct process improvement techniques or tools need to be applied. Take care not to over-complicate or over-simplify the approach.

Lean Six Sigma

The combination of Lean + Six Sigma = Lean Six Sigma has proven its capability to successfully manage a significant portion of a continuous process improvement portfolio.

With Lean Six Sigma, you eliminate non-essential steps in your business processes that waste time, money and aggravate your customers. By combining and integrating Lean principles you improve flow and speed, and with Six Sigma you reduce variation in quality. The results are dramatic revenue gains, a streamlined cost structure, increased market share, and customer loyalty.

Not only do we bring you Lean Six Sigma that helps you address issues of all magnitude, but we provide you with a complete kit that will set you on your way to success. 

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