Process Improvement

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who is leading Process Improvement, Performance, and HR ?


There are several buzz words, Performance, Process Improvement, continual change.
In the top firms who is managing Process Improvement ?
I see my industry there are still centralized groups for PI, and I see HR facilitating talent Performance but its mixed with PI.
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Usually process improvement and continual change is part of Quality assurance. When we say process improvement in any organisation, every employee becomes part of it.

Performance appraisal of HR and performance appraisal in projects differs in there requirements. Project performance(EVM) is a different topic.

lt is better if you may refer to PMBOK glossary for all definitions.



Most organisations don't follow best practices mentioned in PMBOK
In fact most organisations don't have qualified employees in the respective functions

In reality in many organisations Performance and Process Improvement is headed by Operations and supported by Quality



My organization allows process improvement and business improvement ideas to come from anyone - to be reviewed by head of Operations (to ensure they match our business model). Not all are allowed to be implemented but the company values the differences that everyone can offer and the varying ideas to be offered.

Usually, if your idea is selected, you are given proper authority to help lead or implement the change.



It really depends on the organization and the scope, scale and nature of the improvement effort, equally influenced by that organization's culture.
I've seen grass roots efforts, managed at an operational level.
I've seen top down efforts, dictated by the c-suite but managed by a performance improvement team.
I've seen HR groups mange those efforts.

In my opinion there is no single best way or approach to which group manages the effort.
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1 reply by Joseph Pangan
Oct 18, 2017 10:05 AM
Joseph Pangan
...
I agree with Abigail.

Unsatisfactory performance findings from performance reviews may lead to process reviews.
Process reviews, done usually by quality assurance groups, may lead to process improvements initiatives. Process improvements initiatives are changes usually executed as projects and are usually managed by the same performing group (the group requiring improvements). The process improvement initiative must be aligned to the current business strategy and business compliance policies though.



To begin with, why should a process be improved? Something must trigger the need for process improvement. It could be dwindling performance, the people,change in legislation or technology...... . By the way, technology or legislation can be translated into measurable financial indicators.

So, process Improvement projects/initiatives must be championed by a Project Manager/team (with C-suite support) with the requisite skills to understand and balance the interaction between process improvement, performance and the people, and deliver the desired outcome.



I agree with Abigail it depends on the organisation and the scope. I have seen it as being lead and manage at an Organisation level, by the QA team (process improvement) and HR (performance-based compensation), as part of the Innovation initiative or as effort lead by volunteering individuals.
I found it most successful when (even if it was not leaded but only) supported by Senior Management and there was some external support by an independent external party e.g. Lean Six Sigma Consulting services to provide trainings, set up working groups, create the supporting management structure in the organisation, kick-off the process improvement initiative and guide it at the beginning.



In my opinion, are the results of managing Process, Performance and HR getting desired results and taking the business prospects to greater heights?
Who ever is leading, driving and achieving should be supported. Roles and responsibilities to be defined clearly



Jul 20, 2016 3:16 PM
Replying to Abigail Whitmore
...
It really depends on the organization and the scope, scale and nature of the improvement effort, equally influenced by that organization's culture.
I've seen grass roots efforts, managed at an operational level.
I've seen top down efforts, dictated by the c-suite but managed by a performance improvement team.
I've seen HR groups mange those efforts.

In my opinion there is no single best way or approach to which group manages the effort.
I agree with Abigail.

Unsatisfactory performance findings from performance reviews may lead to process reviews.
Process reviews, done usually by quality assurance groups, may lead to process improvements initiatives. Process improvements initiatives are changes usually executed as projects and are usually managed by the same performing group (the group requiring improvements). The process improvement initiative must be aligned to the current business strategy and business compliance policies though.



It depends on size and type of organizations. As you know, every single company has its own specific organizational structure. CI department, CI team, Process Improvement, Process Optimization and etc. are some common examples.



In my organization, process/business improvement thoughts can be either top-down or bottom-up, people are allowed to come up with new ones or proposals to modify the existing process/business improvement thoughts. The ideas will then be subjected to layers of reviews before decision to accept or reject the ideas will be made. where your idea is accepted, you will be part of the implementing team and rewards are given. where your thought was not accepted, you will be encouraged to refined to fit the business/strategic model of the organization.
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