Continuous Improvement (CI) is not just about identifying bottlenecks or problems in a process based on data gathering exercises. This approach is certainly a key component and many organizations do not actively gather process performance data on a regular or ongoing basis. We refer to this component as Voice of the Process. An effective and sustainable CI program has an effective and ongoing plan to gather process data which allows identification of process problems and bottlenecks. But just because we know where problems are happening does not fix the problem. And just because a problem is identified, does not mean we should spend resources to alleviate the problem.
The second “voice” that requires engagement is another critical component that often is not included, which many might find surprising. The Voice of the Business is what the organization desires as outcomes of a process. Often organizational metrics are high level output metrics that reflect overall organizational health. Process metrics feed into these overall organizational health metrics. For example, the hiring process, if effective, brings skills and abilities into the organization that drive organizational metrics. Yet, the effectiveness of the hiring process is rarely measured. What should the process produce on an ongoing basis? What does “good” look like? What process metrics should the hiring process produce? The organization should define what good looks like so the process can drive towards these goals. In this case, an organization might define efficiency and effectiveness metrics and goals of the hiring process as follows:
- From posting job to new hire in seat, the hiring process should take no longer than 40 days, 95% of the time.
- 90% of all of our hires should stay in the organization a minimum of 2 years.
- The hiring process should cost an average of $25,000 or less, 95% of the time.
With an identified Voice of Business, an organization that measures Voice of Process can now identify gaps between current state and desired state.
The third “voice” is often the most ignored which is counterintuitive to most organizations that exist – because organizations exist to serve customers, both in a private sector organization or in the public sector. When was the last time you asked your customer what they thought of your product or service? What levels of service do they expect? Is the competition delivering something better and you don’t know about it? Understanding “Voice of Customer” is a dynamic and ever-changing issue – so your organization needs to constantly engage customers to determine how processes should be operating – so the Voice of Business can set process output metrics that are truly reflective of what the organization needs to do – and because we live in a constantly evolving world, customer needs change often, so your organization needs to adapt as well. That’s a part of Continuous Improvement.
Finally, the most ignored Voice in Continuous Improvement is likely the most critical, and if your organization truly wants to become an “employer of choice” and take Continuous Improvement seriously, you need to understand “Voice of Employee”. Having spent over 20 years in various organizations that have implemented Continuous Improvement, there is no doubt that this critical component is most often ignored and is often the most critical element in successful CI programs. Without employee engagement, almost no improvement idea, software, technology or machine will gain traction as designed. Furthermore, it is employees who almost always have ideas on how to best improve methods, machines, and resources – because they are the people who actually work in the process. So, when you gather “Voice of Process”, it is employees who will likely contribute the data. After data analysis, it is employees who will validate the data findings. It is “Voice of Employee” which will close the gap between “Voice of Process”, “Voice of Customer”, and “Voice of Business”.
In summation, it is a combination and attention to these four critical inputs (we call these the four dimensions or voices) that ultimately define how an organization can succeed. Success can be measured several different ways; profitable growth, public engagement, employer of choice, healthy citizens…and engaging all four of these Voices at the same time, continuously, will make your organization not only perform better, but drive organizational results that matter…for everyone.
