As we consider the potential for improving process improvement standards, it should be regarded that process standards can be organization initiatives that require input from lateral personnel within an organization. To make process improvements the process standards must be instituted and initiated, as well as defined, to build upon the outcome of factors that will improve an organization's value stream. Implementing these skills effectively requires individual leaders to facilitate diverse sets of communication standards and to recognize the skills of employees and their contributions to that organization: to contribute to continued process improvement standards that determine organizational goals. Successful process improvement refers to end-of-lifecycle standards for industries, as well, as to deliver ongoing industrial services. Saving Changes...
Process improvement is about recognizing how to implement those process standards that will contribute to organizational success, in the long-term, short-term, and when the organization is evolving. Saving Changes...
Leonard ByrdProject Manager| Brican Inc.Mansfield Center, Ct, United States
As one can tell from the initial post on this tread posted originally in 2016 no one really has a handle on who is responsible for one's industry process improvements. Is it all? If not - who is it? From my 60 years in the Engineering, Procurement & Construction industry - it's no one! The building industry is a prime example of too many specific Projects Deliverables being created and required by a multitude of Project Participants. Actual submittals, certifications, samples, proof of insurance, qualifications, experience, inspections, reports, design .... that require a submission, review, approval and procurement action that if not done in compliance with the overall Project Schedule will have a negative impact on Cost, Schedule and Quality. On an average project you could have tens of thousands of Project Deliverables and hundreds of thousands of Control actions that if not completed in compliance with the Project Schedule - will negate success.
It's a problem seriously needs curing, but due to its overwhelming size all we can do is discuss who owns it. It is fixable, but we have to look at real problems.
Step 1 - How do you incorporate 100's of schedules from hundreds of contractors, manufacturers, all that did not exist at bid nor were coordinated - thus not really part of the Project Documents into a single schedule showing a path for success? Saving Changes...
Process improvement is a shared responsibility. Organizational quality teams focus on standardizing and optimizing processes across the company, ensuring compliance and efficiency. Business representatives provide insights on practical challenges and customer needs, ensuring improvements align with business goals. Collaboration between both leads to effective and sustainable improvements. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
It depends!
If the process improvement is to better internal performance, quality of products and services, and efficiency, then it should be done with the skills and tools of quality people. The strategy stays as it is.
If it is looking outside, at the customer, markets, competition or in general the business context, it should be led by business people. The strategy often changes.
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