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Much work has been done by psychologists in designing and positioning the dials and meters used by workers. These problems and decisions constitute only a brief overview of the production problem. A performance profile (average deficiencies per run) was calculated for each agency and each individual paramedic. I I I I 316 Strategic operations management Table 8.3 (contd ) ‘Continuous improvement of continuous improvement’ – generating the ability to strategically manage the development of CI I The CI system is continually monitored and developed; I I I I I I I a designated individual or group monitors the CI system and measures the incidence (i.e. frequency and location) of CI activity and the results of CI activity There is a cyclical planning process whereby the CI system is regularly reviewed and, if necessary, amended (single-loop learning) There is periodic review of the CI system in relation to the organization as a whole, which may lead to a major regeneration (double-loop learning) Senior management make available sufficient resources (time, money, personnel) to support the ongoing development of the CI system Ongoing assessment ensures that the organization’s structure and infrastructure and the CI system consistently support and reinforce each other The individual/group responsible for designing the CI system design it to fit within the current structure and infrastructure Individuals with responsibility for particular company processes/systems hold ongoing reviews to assess whether these processes/systems and the CI system remain compatible People with responsibility for the CI system ensure that when a major organizational change is planned its potential impact on the CI system is assessed and adjustments are made as necessary ‘Walking the talk’ – generating the ability to articulate and demonstrate CI values I The ‘management style’ reflects commitment to CI values I When something goes wrong the natural reaction of people at all levels is to look for reasons why, etc. rather than to blame individual(s) I People at all levels demonstrate a shared belief in the value of small steps and that everyone can contribute, by themselves being actively involved in making and recognizing incremental improvements ‘The learning organization’ – generating the ability to learn through CI activity I Everyone learns from their experiences, both positive and negative I Individuals seek out opportunities for learning/personal I I I I I development (e.g. actively experiment, set their own learning objectives) Individuals and groups at all levels share (make available) their learning from all work experiences The organization articulates and consolidates (captures and shares) the learning of individuals and groups Managers accept and, where necessary, act on all the learning that takes place People and teams ensure that their learning is captured by making use of the mechanisms provided for doing so Designated individual(s) use organizational mechanisms to deploy the learning that is captured across the organization Quality and BPR 317 Table 8.4 Enablers for continuous improvement Behaviour/routines Getting the CI habit Blockage No formal process for finding and solving problems Ideas are not responded to Lack of skills in problem solving Lack of motivation No structure for CI Lack of group process skills Enablers PDCA or similar structured model plus training on real problems Simple idea management system, based on rapid response Training in simple CI tools – brainstorming, fishbone techniques, etc.

Pages: 304

Publisher:; 1 edition (July 13, 2012)


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