Continuous Improvement Impediments

People most often agree that the “hard” part of Continuous Improvement (CI) isn’t making improvements, but rather making it “continuous!”

In a past newsletter we entitled this reality as “Discontinuous Improvement,” noting that two things common to a high percentage of CI efforts are:

  1. They produce some improvements
  2. Then they peter out

For an organization to go through a cultural change so that “continuous” improvement becomes the new way of working and not just a one-time program, we need to pay close attention to the softer part of the improvement model. This will enable us to smooth the path, remove the obstacles, and continue to lead, communicate, and motivate both emotionally and intellectually.

Following are six common causes of discontinuous improvement, which hopefully your organization can avoid:

  • Neglecting aligning individual or team goals with those of the organization
  • Insufficient communication between management, the workforce, project teams and CI leaders
  • Delegating leadership, which is a responsibility that should stay with senior management
  • Manager’s or Sponsor’s failure to remove obstacles
  • Lack of quick success
  • Letting-up on the “gas” when initial results are made