| For virtually every business, an ongoing quality | | | | objectively improve core business processes linked to |
| improvement process is a key component to | | | | these activities (events) is imperative. |
| improving operations and employee morale. | | | | To get started, you should consider the following six |
| Businesses that make a concerted effort to | | | | steps: |
| continuously improve operations ultimately gain a | | | | Planning - This is the first step in a true QIP where |
| competitive edge. | | | | critical processes are identified for improvement. In this |
| Market dynamics constantly change and clearly | | | | stage, past business performance data (customer |
| defined QIP (Quality Improvement Program) forces | | | | service functions, sales functions, operational functions, |
| key personnel to take an objective look at business | | | | etc.) are analyzed to provide preliminary improvement |
| processes that are essential to keeping your company | | | | opportunities. Critical processes are identified, and |
| profitable. | | | | improvements to these processes can be classified as |
| More importantly, quality improvement is an ongoing | | | | incremental or those that require redesign. Some |
| process aimed at keeping your company ahead of the | | | | examples: Why are inbound telephone calls |
| competition. This process includes continuously | | | | abandoned? Is there continuity in our overall sales |
| reviewing and improving business operations and | | | | process? Is our production equipment being operated |
| implementing incremental changes as they develop to | | | | correctly? |
| promote ongoing quality improvements. Incremental | | | | 2. Trial - The second step is to initiate a trial run of the |
| changes are easier to implement and measure. | | | | proposed changes. This effort should be implemented |
| Incremental quality improvement efforts can include | | | | with careful measurements and assessments to |
| finding ways to reduce production and/or operating | | | | determine if the solution should be a permanent part of |
| costs or improve time efficiency in a single business | | | | business operations. It is important to make trial runs |
| process. | | | | quickly; planning is meaningless unless it is acted upon. |
| Font-line employees can be a great source for | | | | 3. Check - The third step is to collect information from |
| incremental quality improvements. Try this: Put a | | | | the trial run and compare the results with historical |
| suggestion box in the break room and you may be | | | | performance. |
| surprised with the quality improvement suggestions | | | | 4. Action - Now that a trial run has been reviewed and |
| employees come up with. | | | | found to be beneficial, your business should act on it by |
| A simple suggestion box empowers employees to | | | | making the appropriate changes to either a process, |
| make suggestions on improving the quality of their | | | | procedure or company policy. This step involves |
| work and is perhaps one of the smartest moves | | | | communicating changes to all affected personnel |
| business owners can make to build cohesion between | | | | regarding the new process or procedure. Of course, |
| managers and their subordinates. | | | | business performance is continuously monitored at this |
| Another aspect of process improvement is redesign. | | | | stage, and findings are reported to the quality |
| This approach is more far-reaching than incremental | | | | improvement committee. |
| improvements. Oftentimes, these types of quality | | | | 5. Annual Summary - At the end of the fiscal calendar |
| enhancements encompass multiple business | | | | year, an evaluation of the QIP is conducted by the |
| processes and require cross-departmental cooperation | | | | quality improvement committee. This summary outlines |
| to plan and implement. These types of changes must | | | | the goals and objectives of your organization |
| be carefully planned to implement properly and in a | | | | throughout the year and the progress that has been |
| timely and cost-effective manner. | | | | made toward those goals. This summary should be |
| Businesses must be careful how the QIP is | | | | communicated to decision-makers throughout your |
| implemented. Too often, the QIP only target clearly | | | | business. This is essential to keeping everyone on the |
| defined outcomes and doesn't focus on the means | | | | same page and reinforcing that the company is |
| needed to generate the desired outcome. Managers | | | | committed to delivering quality products and services |
| are always looking at the bottom line, but the primary | | | | to customers. |
| focus needs to be on changing the equation that | | | | 6. Collaboration - After the annual summary is |
| generates the bottom line. | | | | submitted, the committee should collaborate and solicit |
| A quality improvement committee should be | | | | ideas for future improvement. Remember, QIP is an |
| established to monitor the ongoing QIP process at your | | | | ongoing process. At this point, the cycle repeats and |
| business. The committee must prioritize critical business | | | | goes back to the planning stage for the next fiscal |
| processes targeted for improvement and should meet | | | | calendar year. |
| at least monthly to review the performance metrics of | | | | Following these steps will ultimately improve the quality |
| your company. This team could also be tasked with | | | | of your core business processes. Employees take |
| keeping your business focused on continuous quality | | | | notice of the enhancements, even if they are not |
| improvement. | | | | directly involved in the quality improvement program. |
| This committee should see the whole picture of the | | | | Making the effort to improve quality informs these |
| QIP effort and realize the importance of transparent | | | | employees that management is addressing concerns |
| communications, sticking to the plan and focusing on | | | | and taking action to improve business operations. |
| the critical business processes that can be improved. | | | | Ultimately, all facets of your organization benefit. |
| Performance metrics should be defined. Performance | | | | Employees tend to perform better and in the end, your |
| metrics objectively measure specific activities (events) | | | | company improves the likelihood of becoming more |
| within daily business operations. Discovering how to | | | | profitable. |