Continuous improvement - where we want to be

In order for any improvement programme to be a success, one of the key initial activities is to create a clear vision of what you want to achieve. This vision becomes the focal point for all future actions, decisions and activities. Experience has shown that without this common level of understanding, programmes are unlikely to succeed.

The make up of the group tasked with creating this vision will in part depend on the actual improvement programme. However, it should be multi-functional as well as multi-level. While senior management support is needed to make it happen, input from as many personnel within the organisation is just as critical.

Enough time must be given to this activity. It requires in-depth discussion of not only all the stakeholders' visions for success, but also of what is currently wrong or not working well within the current environment. Critically, again experience has found that it is important this work is facilitated either by an external body or by a respected, but senior person within the organisation.

Also, if the team feels it needs certain information that is not currently available, like internal benchmarking or competitor activities, the task should be delayed until it becomes available. A vision full of provisos is unlikely to be effective.

So what skills and training are required for this essential task? Obviously a starting point must be the coaching, mentoring and the facilitating of teams, followed by the tools and techniques of brainstorming and creative thinking.

Another popular tool is the SWOT Analysis, which helps identify Strengths, Weaknesses, Opportunities and Threats. A host of other, more advanced tools and techniques should be considered, depending on the type of improvement required, the structure of the organisation, and what data is available.

However, irrespective of tools and techniques, all team members must be given the correct level of training prior to carrying out the activity. This can be done by using existing internal support, external providers and/or public courses. Without this, the quality and, ultimately, the success of the vision will be limited.

Kevin Bennett is a lecturer with Smallpeice EnterprisesTel: 01926 336 423