Process Improvement

Recognize Silos Taking Place

Symptoms of silos include:

  • Lack of information or knowledge sharing across teams,
  • Major projects are a surprise to people outside specific divisions,
  • Infrequent communication from leadership,
  • Inconsistent communication from leaders,
  • Multiple departments are working on similar projects or research simultaneously creating a duplication of work.
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Reduce Stress by Improving Processes

As new technology becomes rapidly introduced, it’s a good idea to revisit processes you use to execute your daily work. Analyze which tasks take you the most time, or cause you the most stress, and look for ways to improve the process for greater efficiency.

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From Results to Action Plan

After you’ve completed the results rollout process, review the additional data you collected. Then, develop an action plan:

  • List the team’s prioritized actions.
  • Determine a timeline for implementation for each action.
  • Identify the person responsible for successful implementation of each action.
  • Provide the team with the draft 90 Day Action Plan for one last review and opportunity for feedback before implementation.
  • Implement the action plan.
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Reduce Communication Barriers

What communication tools, procedures, or standards are causing a barrier in your workplace? Is there a better solution for that communication tool or process? Take the steps to reduce the barrier and increase the quality of the communication tool or standard being used.

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Use Data to Action Plan

Collecting data is meaningless if we aren’t analyzing the data for opportunities and improvements. After data has been collected, analyzed, and shared, develop an action plan using information from these discussions. Set a challenging but achievable goal. Resist the temptation to set too many goals and stick to 1-3 to focus on.

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Drowning in Data?

The quality of the data is much more important than the quantity. Are you collecting the data that is most important for the organization? Are you using the data that’s being collected? Align the data to the organization’s goals to focus on what matters most and eliminate unnecessary data collection.

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Reflect on Service

Gather data from your customers and front-end employees about their service experience with your organization. Listen to the feedback and analyze it to identify themes. Then discuss this information with your teams and brainstorm ideas to improve the experience. Choose 1-3 actions for improvement and decide which team members will own them.

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Why Aren’t We Getting Results?

When individuals or teams aren’t reaching the intended results, schedule a reflection session to review the actions taken and areas that can be improved to achieve success. Then, develop a plan for the individual’s or team’s next steps.

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What’s Working Well?

Analyze what is working well on your teams and with individuals to determine what actions lead to the greatest results. Incorporate more of what’s working well into the team’s upcoming strategic actions.

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Illustrate Goals Visually

Use a scorecard, stoplight report, or another tool to visually present yearly goals. This tool can be used in meetings to show the progress toward goals and make necessary adjustments if progress isn’t being made. Achieving goals becomes more likely if we have a constant focus on the actions being taken to attain success.

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The Right Data

Collecting data has a specific purpose. The type of data collected and the tool used for collection is determined by the issue, problem, or challenge to be addressed. Start by identifying one goal that the team or organization wants to achieve. What data is needed to understand the current state, set a challenging goal, and measure the progress? Collecting the right data and using it for improvement is essential to increasing performance.

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Satisfaction Surveys

How do you know your stakeholders are satisfied? The best way is to ask. Create a stakeholder feedback survey and distribute it to customers, clients, the community, parents, etc., to gather essential data used for decision making and future success.

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Weekly Connections

Connect with your team once a week for 10-15 minutes. Each member reports: one win/progress made, what step they’re taking next, and any potential barriers to achieving their goal.

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What is Their Preference?

Do your customers prefer an email or a phone call? Do they prefer 1 email a week, or 1 email a month? Learn your customers’ preferences and use the information to ensure they’re engaged the way they prefer.

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Identify the Actions

Which actions will produce 80% of the quarterly goal results? Identifying which actions produces the majority of the results will align individual behavior to organizational goals.

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Analyze The Process

Today, examine one process you or your team uses most frequently to eliminate extra steps and identify ways to improve. The most effective processes are simple, rather than complex, and are revisited regularly for efficiency.

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Be Prepared

Research what’s trending in your industry and anticipate what problems you will encounter for the projects you’re currently working on and brainstorm 3 potential solutions for each scenario.

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Best Practices Out-Perform

Identify a best practice that’s currently being used by another unit or department that your team can implement to improve performance.

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Transparency Changes Results

Make your stakeholders aware of the current status and the future target of your organization. Be honest and transparent to change your results. After meeting, ask stakeholders to fill out a survey or other form of written feedback.

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Observe and Learn

To improve the performance of your team, observe and review behaviors of low performing teams as well as those of high performing teams. By observing low performing teams you learn what not to do.

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Do Less to Accomplish More

Identify the most important task aligned to your goals each day and finish it first. “By creating less activity, we actually create more urgency. The key is choosing the right activity and making sure it’s implemented to the fullest degree.” -John Kotter

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