Handbook For Basic Process Improvement Page 7
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40Handbook for Basic Process Improvement
How does process improvement benefit the organization?
A standardized process improvement methodology allows us to look at how we perform
work. When all of the major players are involved in process improvement, they can
collectively focus on eliminating waste—of money, people, materials, time, and
opportunities. The ideal outcome is that jobs can be done cheaper, quicker, easier,
and—most importantly—safer.
A teamwork approach is intrinsic to life in the Navy. Using total quality tools and methods
reinforces teamwork. Using team members’ collective knowledge, experiences, and
efforts is a powerful approach to improving processes. Through teamwork, the whole
becomes greater than the sum of its parts.
How does an organization get started on process improvement?
An essential first step in getting started on process improvement is for the senior leader to
make it a command priority. The importance of process improvement must be
communicated from the top. Leaders need to foster an organizational environment in
which a process improvement mentality can thrive and people are using quality-related
tools and techniques on a regular basis.
For the organization to reach this state, leaders must ensure that everyone receives the
training that will enable them to carry out their process improvement efforts effectively.
The TQL training made available within the DON provides background and learning
experiences for leaders, quality advisors, TQL coordinators, and supervisors, who can then
train teams on a just-in-time basis. In addition, this handbook has been developed to
provide teams with a step-by-step approach for their process improvement efforts.
Instilling a process improvement mentality in an organization can be difficult because it
requires some different ways of thinking than we are accustomed to in the Navy. Process
improvement requires everyone to become a “fire preventer,” rather than a “fire fighter.”
The focus is on improving a process over the long term, not just patching up procedures
and work routines as problems occur. To get started on process improvement, leaders
who have been fighting fires need to set aside the CO bottle and start thinking in these
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terms:
What process should we select for improvement?
What resources are required for the improvement effort?
Who are the right people to improve the selected process?
What’s the best way to learn about the process?
How do we go about improving the process?
How can we institutionalize the improved process?
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