Articles
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„Engagement and structures speak more profoundly to me / Than the wise man’s glass and eye.”
Read more: „Engagement and structures speak more profoundly to me / Than the wise man’s glass and eye.”This edition of my newsletter is shorter than previous ones. Also less technical and more reflective or speculative, but I hope equally thought-provoking. The topic I would like to discuss today is the effectiveness of continuous improvement systems in organizations. Specifically – what differentiates effective and long-lasting CI systems from those working just to “show…
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Causal Diagrams – The “Deep State” of Continuous Improvement
Read more: Causal Diagrams – The “Deep State” of Continuous ImprovementCausal Diagram conspiracy theory After years of hearing about, laughing at, being shocked by, and feeling frightened by various conspiracy theories, it is time to come out and declare my own 😊 Here it is: All methods, concepts, and tools practiced within the continuous improvement world under different names and acronyms (Six Sigma/DMAIC, Lean, QFD,…
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Common problems when finalizing process improvement projects
Read more: Common problems when finalizing process improvement projectsThere are two obvious but critical events in every project: the start and the end. The start sets the scene for the whole project and, when executed correctly, can significantly increase the likelihood of delivering the required project outcomes on time. Check my previous article describing the process of starting improvement projects in different situations: Project Charter: one concept, many ways to apply…
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Key features of the effective Continuous Improvement Systems
Read more: Key features of the effective Continuous Improvement SystemsAt the Lean Six Sigma Conference by Akademia Białego Kruka in Wroclaw a few weeks ago, I had a chance to speak about implementing or improving continuous improvement processes (or systems) in large organizations. In this short article, let me share just a few main points from this speech. First, the Continuous Improvement system must…
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The Great Delusion of Gage R&R (costing us hours of extra work)
Read more: The Great Delusion of Gage R&R (costing us hours of extra work)Is it possible to eat a soup with a fork? Yes, it is. However, it would be very inefficient, and I am sure you are not doing this at home. But what would you do at the canteen at work when you realize everyone around you is using a fork to eat the soup? Your…
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Project Charter: one concept, many ways to apply it
Read more: Project Charter: one concept, many ways to apply itThis article is about a Project Charter – a fundamental tool in many process improvement activities. However, not about the template nor the content of the Project Charter, but more about the process of creating one. Crafting, discussing, approving, and communicating in different, practical business cases that I’ve experienced in the process excellence area. Before…
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