Deploying Basic Process Improvement

1st of 5 Articles

Deploying Basic Process Improvement

Deploying Basic Process Improvement (BPI) organization-wide covers the essentials for implementing such a program.


E^3 Leads To E^2

E3 = Engage, Equip and Empower

E2 = Effectively and Efficiently

E3  –> E2

Deploying Basic Process Improvement Objectives

Deploying Basic Process Improvement contains the ingredients to be the “go-to” problem-solving approach used throughout an organization, by all its employees. This is realized whilst:

  • Maintaining low disruption to normal business | work during implementation
  • Works alongside other improvement efforts
  • Introducing no additional „waste“, for example in the form of bureaucracy
  • Introducing no additional training organisation
  • Basic Process Improvement becomes self-sustaining with ownership taken by all employees
  • Simplicity is maintained, which includes the use of BPI and sharing of its successes
  • Keeping BPI work as visual and as accessible as possible
  • Using BPI is natural working teams that are at the „Gemba“
  • Applying BPI on daily operational problems. BPI will facilitate faster and sustained resolution of problems before they become large headaches.


There is no short cut to deploying Basic Process Improvement  correctly.

BPI Improvement is not an ad hoc training program.

BPI does not follow a traditional deployment structure.

deploying basic process improvement wrong

BPI does require an existing improvement structure to get going.

BPI requires a carefully thought-through deployment and escalation model.

BPI Improvement requires macro and micromanagement commitment.

deploying basic process improvement right


Deploying Basic Process Improvement KSF – Knowledge Sharing

To ensure adequate knowledge sharing, the following need to be in place:

  1. Training plan
  2. Training material
  3. Calibrated trainers
  4. Coaching
  5. Communication material & plan


Deploying Basic Process Improvement KSF – Tracking & Reporting

Keep it Simple”

The „A3″ forms the basis for project work and tracking. Teams should have their „A3s” and performance charts on display and use it to review performance improvement activities with their managers.

Completed „A3″ should be scanned and logged in a repository.


Deploying Basic Process Improvement KSF – Roles & Structure

Key roles when deploying Basic Process Improvement include:

  • Initiating Sponsor (by site | country )
  • Reinforcing Sponsor (by department | Function | team)
  • Team Leader
  • Yellow Belt (identifies and leads the resolution of a problem identified)
  • Process | work team

Deploying Basic Process Improvement KSF – Reward & Recognition

Successful problem resolution and process improvement should be visibly showcased on local notice boards. These should include A3s and team photos.

A recognition ceremony may be arranged, „Lunch with the Initiating Sponsor“ may be considered.

In the next article we will touch on Planned Deployment, Natural Work Teams, Making it Visible, and Ensuring Execution Success.

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

Additional Articles

Lean processes
Basic Improvement
Pietro from Profitable Processes

Lean Processes

Lean Processes = Lean Manufacturing and Lean Services  Lean processes are applied to manufacturing and services equally well. Lean is a process philosophy that guides

Read More »
process productivity
Process Excellence
Pietro from Profitable Processes

Increase Process Productivity

Increase your process productivity to go to the core of where a great many profit improvement opportunities lie in waiting for your to release it.

Read More »
Pietro from Profitable Processes

8 Process Excellence KSF

The 8 process excellence KSF (key success factors) in combination creates a holistic system that promotes excellence in process output. Several authors, many of them gurus

Read More »
innovation design for six sigma
Process Excellence
Pietro from Profitable Processes

How to Innovate

This article offers a basic overview of “how to innovate”. Follow on posts will provide deeper insights into this topic. A wise man once said

Read More »
Project Timelines Differ
Process Improvement
Pietro from Profitable Processes

Improvement Project Cycle Time

Improvement Project Cycle Time – Outdated Doctrine An outdated improvement project cycle time doctrine: “It works, but why does it seem that the lean six sigma project

Read More »
process complexity
Pietro from Profitable Processes

Is Process Complexity An Excuse?

“This process is too complex” is an Excuse for Poor Management  Using process complexity as an excuse begs the question to what degree poor management

Read More »
Process improvement levers
Process Improvement
Pietro from Profitable Processes

Process Improvement Levers

Process improvement levers focus the organization’s performance and improvement levers on the factors and variables that have a significant influence on its objectives. Here I am giving in

Read More »