During one of our Partners In Improvement forums it was noted that in approximately 80% of the cases organizations embark on a path of Continuous Improvement, they abandon the effort prematurely.
The reason? No results.
The Partners went on to the discuss “why” so many CI efforts fail to succeed, and agreed that the following three causes are among the most common:
- Lack of buy-in from both managers and participants derails many improvement efforts. Management support is required to free up the resources to work on improvement, without which meetings tend to get pushed out and progress slows. The slower the effort moves, the more likely it becomes that priorities will change, or new opportunities or problems arise that decrease available resources further. When projects fail to produce good results, buy-in deteriorates rapidly. Unless serious intervention counters this adverse reinforcing loop, subsequent efforts become less and less likely to succeed.
- Lack of data when defining a project is another common reason for failure. Without data the waste is not adequately quantified, thus increasing the likelihood of working on the wrong things and the likelihood that priorities will shift before the project is complete — leading to no results and subsequent lack of buy-in.
- Along similar lines, poor decisions about scope can cause stalls and frustration during implementation and can ultimately result in failure to achieve goals. If the project tackles too much at once, progress will be slow; and if the team substitutes opinions for facts/data about the problem and possible solutions in an effort to accelerate pace, they are likely to make a number of wrong turns — once again slowing progress and bringing the effort to an unsuccessful conclusion.
Fortunately there are some straightforward ways to avoid these three common pitfalls, which we will summarize in our next post.