Organizations over the past decade have invested millions, if not billions, of dollars in continuous improvement programs with the aim of removing waste and, ultimately, cost from their operations. Yet through a lack of consideration to strategic alignment they can end up wasting significant amounts of continuous improvement resources thereby undermining the philosophy and intent of the programs.
A key issue we observe in many organizations today is that their continuous improvement programs have become increasingly disconnected from the organization’s strategy and have evolved as standalone entities focused on efficiencies and cost. They are, therefore, much more focused on the operational context— “doing things right” (better)—rather than on the strategic context—“doing the right things”—which means finding solutions to concerns related to products and markets.
Executives are measured by how effectively their organization’s strategy is executed. And while the increased profits that come from an effective continuous improvement implementation are welcomed, it is rare that an organization can save its way to growth and glory without also enhancing its capabilities to innovate and expand.
To align operational initiatives with strategic goals, continuous improvement must be targeted at areas deemed to be of strategic importance. This is critical to the successful execution of the organization’s strategy.
Kontinuierliche Verbesserung ist nicht für alle Bereiche des Unternehmens geeignet. Die Art von täglicher Disziplin, die in einer Produktionsumgebung erforderlich ist, kann in der Forschung und Entwicklung unnötig oder sogar destruktiv sein. Es ist unbestritten, dass Disziplin in der Produkt- und Dienstleistungsentwicklung wichtig ist, aber nicht in dem Maße, dass sie die Kreativität in einem Bereich, der für das Unternehmen eine Quelle des Wettbewerbsvorteils darstellt, entmutigt oder unterdrückt.