Making it continuous.
WHAT IT REQUIRES
People close to the work identifying problems Permission to change things Small changes, frequently Recognition when it works
WHY PEOPLE CLOSE TO THE WORK
They see the problems management never does.
WHAT STOPS THEM CONTRIBUTING
No route to suggest anything Suggestions ignored Changes requiring lengthy approval Being blamed for raising problems
WHAT TO ESTABLISH
A simple route to raise and try improvements.
WHAT SIMPLE MEANS
Small changes need no approval above the team.
WHY THAT THRESHOLD MATTERS
Requiring approval for everything kills participation.
WHAT TO DO WITH SUGGESTIONS
Respond to all of them, including the ones you decline.
WHY
Silence is what ends the flow.
WHAT TO SAY WHEN DECLINING
Why, specifically.
WHAT TO DO WHEN A SUGGESTION WORKS
Implement it, say where it came from, and share the result.
WHY ATTRIBUTION MATTERS
It produces more suggestions than any incentive scheme.
WHAT TO AVOID
Improvement programmes that arrive and end Targets for number of suggestions Rewards that produce trivial suggestions
WHAT TO PREFER
A steady, unremarkable habit.
WHAT TO PROTECT
Time for improvement work.
WHY
It is always displaced by delivery otherwise.
WHAT TO MEASURE
Whether things are actually getting better.
