Malcolm:
I quickly sense two kinds of tasks.
1) Reactive improvement: identifying and working on the barriers which
prevent what I think you are broadly defining as organization-wide
learning.
2) Proactive improvement: creation of a new culture by launching a project
to standardize (in the Total Quality sense of the PDCA Cycle) new working
systems in the organization.
For the first, you cite difficulties in perception and action among the
leaders as well as among those who hoard information. As an antidote, I
would use the Language Processing Method (aka KJ) with groups of 6
cross-functional team members. These people are equal partners in the
task. As always, the revelations of the LPM Method produce "Aha!"'s
because of the diverse input and the affinity process.
It's critical to choose a weakness-based theme. DON'T pose the problem
with something like "How can we improve...?". Rather, begin your problem
statement with a weakness-based question which specifically uses words
like "What prevents us from..." or "What are the barriers to...".
Once the affinity is developed and the process theme emerges, then do some
root cause analysis with a tool like a fishbone diagram or Ishikawa. Based
upon the "vital few" items which emerge, collect data. Torture the data
until it confesses. Come up with a plan based upon the root cause
analysis and data collection, and make a plan. When you pilot the plan,
CHECK it against your metrics to see if you have to tweak the plan, or if
you can go ahead and standardize it. Then reflect on your work--both the
process itself and the content. That's it is an almond shell.
Proactive improvement requires a series of structured steps which I will only
list here without detail:
1) Describe the project succinctly, with appropriate background information
2) Explore the essentials and narrow the focus
3) Establish metrics and constraints
4) Identify possible alternatives and select the best alternative
5) Develop an optimistic plan with obstacles and countermeasures
6) Develop, Implement and Monitor the detailed plan (Gantt chart or the like)
7) Evaluate the results
8) Standardize
9) Reflect on the process
The first five steps can be accomplished by a team in half a day.
There's obviously more than meets the eye, and perhaps you'd like to
contact me off line about some of these thoughts. I hope there's a thread
strong enough in these ideas to provide something useful to you.
Best regards,
Barry Mallis
Total Quality Resource Manager
MARKEM Corporation
Keene, NH 03431
tele: 603 352-1130 ext 2578
-- Barry Mallis bmallis@markem.com