Success Comes From Planning

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Most well-run companies spend a significant proportion of management time on planning. Budgets, production, new products and other important elements of the business plan are well thought through and tracked.

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Unfortunately, many of these same companies do not apply this same discipline to their continuous improvement activities. Green Belts (GBs) and Black Belts (BBs) are trained to employ the plan-do-check-act (PDCA) cycle, but the organization then pushes the Belts to do projects that are not well planned.

 

Change is undertaken without a clear understanding of how these projects fit into the long-term business plan.

 

The result is reactive problem solving that may not have a lasting and significant impact on the long-term health of the organization. Effective management of continuous improvement, however, is primarily driven by good planning. Failing to integrate continuous improvement into the overall business planning cycle is a leading cause of failed deployments.

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