Why do Process Improvements Fail ?
Most Organizations are no strangers to change. There is constant pressure to achieve more in less time and usually with less resource. Shareholders demand a better return on their investment; down-stream consumer companies demand reductions in the prices they are asked to pay for supplies. With this type of pressure, change has been almost constant in many organisations since the mid-sixties. Thinking back, over recent years we have seen such quality improvement schemes as total quality initiative, (TQI), total quality management, (TQM), business process reengineering, (BPR), restructuring, lean, kaizen and now six-sigma. Some of these initiatives have had varying levels of success, others have been dismal failures, and the experience will have varied from company to company, and maybe even between different divisions of the same company. What this comes down to is that change is all around us, and often the only constancy is change itself. Who in industry has gone more than two years ...