Seven Keys to Leadership and Process Improvement

Leadership and Process Improvement
Change is required for success of a business. Top leaders can make a substantial difference in an organization’s performance. Areas such as change planning, leadership and process improvement are especially important. A thorough understanding and knowledge of these key areas will enable even small organizations to make good changes in relation to a company’s vision and goals while improving their functioning in the marketplace.

The use of ONE crucial process improvement tool, a “Process Improvement Scorecard,” provides leaders and managers with proven leadership methodologies to develop “Plan-Do-Check-Act” to guide change. The following article outlines a comprehensive Process Improvement Scorecard which can be used by any organization to identify, assess, solve and improve their processes.

Key Action Steps

1. Identify processes within an organization that can be improved in order to support a goal or mission.

A. Gain awareness of the processes that are within an organization. Schedule time regularly to view organizational information about these processes.

B. Identify the challenges or situations that prevent or justify the use of processes successfully. Criteria within these processes should be ” teenager winners” when viewed by a management or staff team.

C. Schedule time for a specific team member to spend time with this process. This process can be viewed as a result of prior decisions that would not be good for the company. What is the actual problem for the organization with the current inputs and how do you think the organization can benefit from this action?

2. Select an area of concern or an area of potential challenge. Use a design of the “Process Improvement Scorecard” to measure the potential of an area or process to benefit from the development of new capabilities.

A. Begin with a list of all important decision-making processes and success criteria. Select a critical one for this process and identify two success criteria which may be used to measure the effectiveness of this process.

B. Identify a completely new area or process that needs to be analyzed for these successful criteria.

C. Measure the process, identify key measurement indicators and perform a gap analysis.

D. Using these measurement indicators, formulate an action plan for the improvement of the key element or process level on this process. Define action steps to address these measurable objectives.

E. Initiate the existing processes along with an action plan to improve this process, measure the results and determine the success of the process analysis.

3. Review process-level indicators, which are known as the key performance indicators (KPIs) and identify necessary actions.

A. Review the critical business indicators (KPI) for each process stage. redundancy is a barrier to achievement of objectives. builds Ford Motor Company into a world leader, not a laggard.

B. Examine your current KPIs and determine which are important and which are key indicators. Identify other key indicators in which you can want to add new ones that will support your business strategies.

C. Use and monitor these new KPIs to measure and monitor your critical business indicators.

D. Demonstrate accomplishment of each newly identified key performance indicator along with the other key key indicators.

Select key indicators and identify the activities required to identify new KPIs, procedures and metrics.

E. Identify specific people who need to make adjustments, coaching or support. These people may need to seek outside help or training.

F. Establish an action plan for use on a regular, ongoing basis in order to keep promoting the use of these new key indicators.

By applying the eight-step process of the Process Improvement Scorecard, your organization will be prepared to make sound choices about how to change. This will likely produce long-term advantages that will benefit your organization through better customer service levels, higher employee morale and motivation and focused performance opportunities through the use of improved processes.

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