Quality Progress - March 2018 - 42

F E AT U R E

PROCESS IMPROVEMENT
typically span a wide range of initiatives, from simple
reward and recognition programs, redistributing the
workload, and regularly asking for and addressing
employee feedback to changing the organizational
culture and making the work environment more
employee friendly and supportive.

Involvement of
external entities

Because many organizations outsource aspects of their processes or
hire employees on a contract basis
to perform work, the involvement
of external entities often creates
challenges in the execution and
completion of an improvement
project. While these types of business arrangements
may not be avoidable in many cases, they often can
be managed in a way that better supports improvement efforts.
Because these entities are external to the organization, it usually takes more time and effort to get
them involved in process improvement efforts. Even
after becoming involved, however, their participation
tends to vary more widely than those who are direct
employees of the organization. This may be related
to the alternate structures through which external
entities report in the organization and a natural lack
of buy-in to initiatives to improve organizational
processes because they are not housed directly in the
organization.
In the end, the complications that often arise
when working with external entities on improvement
projects tend to reduce the pace of the project and
may cause the project to run behind schedule. One
suggestion for mitigating such issues is to identify
improvement projects that will need input and participation from external entities, and appoint a specific
member of the team or organization to be the gobetween to connect the project team to the external
entity, as needed.
In addition, buy-in and support for the project
should be obtained from those in the organization to
which the external entity reports to obtain assistance
with encouraging (or mandating) participation of the
external entity in an improvement project.
Finally, well-developed project plans and schedules
that are effectively communicated to all involved in
the project, including any external entities, also can

42 QP

March 2018 ❘ qualityprogress.com

help to facilitate participation in project activities and
mitigate project delays.

Lack of capital

Other critical resources often
needed for improvement projects include financial resources
to support the implementation of
solutions to address the root cause
or causes of the problem at hand.
While not all solutions require a
high level of capital investment, some do. While the
budget available for improvement efforts may not be
under the direct control of an improvement project
team, there are ways to address this issue to better
support improvement efforts.
To ensure a team-later in an improvement project
-will not be surprised that its organization is unwilling to financially support the team's recommended
solutions, the budget for an improvement project
should be clearly established at the beginning of the
project. Otherwise, this type of situation can be detrimental to the morale and motivation of improvement
project team members.
If the project ends with the team recommending
solutions that are never implemented in the organization, team members are likely to feel that all of their
work on the project to that point was wasted because
the savings and benefits that would have been generated by the solutions they recommended will never
be realized. As a result of this type of experience, they
may be less inclined to wholeheartedly engage in
future improvement efforts in the organization.

Other priorities

Finally, it is often business as usual that gets
in the way of conducting
a process improvement
project. Many employees
do not have the luxury
of having 100% of their
time dedicated to process
improvement efforts.
More often, select members in an organization are
part of a team that works on a process improvement
project part time and typically in addition to their
day-to-day job responsibilities. This means that tasks


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Table of Contents for the Digital Edition of Quality Progress - March 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
My Quality Story
In the Right Direction
A Different Kind of BBQ
Gaining Ground
Impeding Progress
Innovation Imperative
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - March 2018 - INTRO
Quality Progress - March 2018 - cover1
Quality Progress - March 2018 - cover2
Quality Progress - March 2018 - 1
Quality Progress - March 2018 - 2
Quality Progress - March 2018 - 3
Quality Progress - March 2018 - 4
Quality Progress - March 2018 - 5
Quality Progress - March 2018 - Seen and Heard
Quality Progress - March 2018 - 7
Quality Progress - March 2018 - Expert Answers
Quality Progress - March 2018 - 9
Quality Progress - March 2018 - Progress Report
Quality Progress - March 2018 - 11
Quality Progress - March 2018 - 12
Quality Progress - March 2018 - Mr. Pareto Head
Quality Progress - March 2018 - Career Coach
Quality Progress - March 2018 - 15
Quality Progress - March 2018 - My Quality Story
Quality Progress - March 2018 - 17
Quality Progress - March 2018 - In the Right Direction
Quality Progress - March 2018 - 19
Quality Progress - March 2018 - 20
Quality Progress - March 2018 - 21
Quality Progress - March 2018 - 22
Quality Progress - March 2018 - 23
Quality Progress - March 2018 - A Different Kind of BBQ
Quality Progress - March 2018 - 25
Quality Progress - March 2018 - 26
Quality Progress - March 2018 - 27
Quality Progress - March 2018 - 28
Quality Progress - March 2018 - 29
Quality Progress - March 2018 - 30
Quality Progress - March 2018 - 31
Quality Progress - March 2018 - Gaining Ground
Quality Progress - March 2018 - 33
Quality Progress - March 2018 - 34
Quality Progress - March 2018 - 35
Quality Progress - March 2018 - 36
Quality Progress - March 2018 - Impeding Progress
Quality Progress - March 2018 - 38
Quality Progress - March 2018 - 39
Quality Progress - March 2018 - 40
Quality Progress - March 2018 - 41
Quality Progress - March 2018 - 42
Quality Progress - March 2018 - 43
Quality Progress - March 2018 - Innovation Imperative
Quality Progress - March 2018 - 45
Quality Progress - March 2018 - 46
Quality Progress - March 2018 - 47
Quality Progress - March 2018 - Statistics Spotlight
Quality Progress - March 2018 - 49
Quality Progress - March 2018 - 50
Quality Progress - March 2018 - 51
Quality Progress - March 2018 - 52
Quality Progress - March 2018 - 53
Quality Progress - March 2018 - Standard Issues
Quality Progress - March 2018 - 55
Quality Progress - March 2018 - 56
Quality Progress - March 2018 - 57
Quality Progress - March 2018 - Marketplace
Quality Progress - March 2018 - 59
Quality Progress - March 2018 - Footnotes
Quality Progress - March 2018 - 61
Quality Progress - March 2018 - 62
Quality Progress - March 2018 - 63
Quality Progress - March 2018 - Back to Basics
Quality Progress - March 2018 - cover3
Quality Progress - March 2018 - cover4
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