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Continuous Improvement

The document discusses continuous improvement, which seeks to improve processes by focusing on value-adding activities and removing waste. It explains the Plan-Do-Check-Act model and root cause analysis techniques. It then provides details on a company's current continuous improvement policy and processes, including employee and client surveys, quality circles, and conference attendance.

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24 views10 pages

Continuous Improvement

The document discusses continuous improvement, which seeks to improve processes by focusing on value-adding activities and removing waste. It explains the Plan-Do-Check-Act model and root cause analysis techniques. It then provides details on a company's current continuous improvement policy and processes, including employee and client surveys, quality circles, and conference attendance.

Uploaded by

oakenshield2407
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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CONTINUOUS IMPROVEMENT

Continuous Improvement seeks to improve every


process in a company by focusing on enhancing the
activities that generate the most value for the
customers while removing as many waste activities as
possible. The term continuous improvement can be
very abstract if not placed in a specific context.
Explained shortly, it is a never-ending strive for
perfection in everything you do.
What are the benefits of
implementing
continuous improvement
systems and processes in
the workplace?
•Minimizing the wastes in your process
•Creating a suitable environment for

your team to improve


•Implementing the PDCA cycle

•Always looking for the root cause of

existing and potential problems


•Apply different CI methods for

workflow management
Plan-Do-Check-Act (PDCA)

The model Plan-Do-Check-Act is


the most popular approach for
achieving continuous
improvement.
In the planning phase, you need to
establish objectives and processes
necessary to deliver results in
accordance with the expected
output (the target or goals).
The second phase is “Do”. It is
straightforward as you need to
execute what you’ve laid down
during the planning step of the
process.
After you’ve completed your
objectives, you need to check what
you’ve achieved and compare it to
what you’ve expected.
Root Cause
Analysis
Root Cause Analysis (RCA) is a
technique, practiced in Lean
management that allows a project
manager to be successful by
showing the root causes of the
problems in the process.
It is an iterative practice that drills
down into a problem by analyzing
what caused it until you reach the
root of what is causing the negative
effect. It can be considered root
only if the final negative effect is
prevented for good after the cause
is removed.
Current CI (continuous improvement)
policy at MMI
Continuous improvement (CI) is a crucial part of the
management strategy of MMI, and it is recognised as a
competitive factor in the marketplace.
CI covers all aspects of the operation of MMI driving
organisational excellence to improve value delivery to all
MMI stakeholders, including both clients and employees.
By implementing a culture of continuous improvement,
the company will:
focus on understanding and satisfying the clients;
regularly review approaches and methods with
improvement cycles and conclusions implemented
Importance of Communication
 benchmark and regularly measure the
performance of key processes;
 manage business using facts rather than opinion;
 maintain a culture of clear, open communication;
 work to reduce cycle-time in all aspects of the
business;
 promote active teamwork as a normal way of
achieving outcomes;
 recognise and promote improvement efforts;
Importance of the culture
 develop a culture where continuous
improvement involves everyone, and the process
of change becomes routine; and
 develops and values key partnerships with
employees, clients and other stakeholders.
 Several processes are used by MMI to implement
and maintain a system of continuous
improvement:
 Every area Manager is responsible for
conducting a performance audit once/year and
to present its findings to the CEO
Surveys and Roles of Marketing
Deparment
 Client and employees surveys are conducted
regularly, and the results of the surveys are
presented to the CEO to be discussed in the
monthly management meeting
 Complaints are an opportunity for constructive
feedback to improve performance standards
 The Marketing department is responsible for
conducting external business environment
analysis to monitor trends, technology and
standards relevant to the industry
Meetings, Conferences and Roles of HR
Manager
 Attendance to conferences and networking
events is encouraged to gather ideas for
improvement
 Professional development of staff on quality
management practices is part of the management
development plans
 Quality Circle groups work cross-functionally in
the organisation (with meetings scheduled each
month)
 The HR Manager is responsible for coordinating
the CI program and its initiatives.
References:
 https://kanbanize.com/lean-management/im
provement/what-is-continuous-improvement

 https://www.cio.com/article/3194546/4-key-t
echniques-for-continuous-improvement-in-cor
porate-innovation.html

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