Through ongoing communication, information sharing, assessments and rewards, individuals and groups can progress towards personal 7 Steps for C’: Communicate Expectations no All expectations should be communicated clearly and regularly, like; punctuality, attend regular meetings, deliver projects on time and contribute to the enhancement of products and processes etc. Deliver information & training no Advancement in knowledge and skills, like; ongoing training sessions, identify the individual skills, answer questions, provide guidance and feedback etc.

Assess knowledge & skills no Use assessment tools to gauge the progress of individuals; communication skills, interpersonal skills, modularized skills, informal observations of employee knowledge etc. Explain to everyone why they matter no People need to know that their contributions make a difference. Their ideas, questions and thoughts are all important contributions that can potentially generate new and more productive ways of doing things. Provide encouragement in order to develop a culture of CIA no Praise individuals when they show progress in the mastery off specific skill.

This is especially important when they have worked hard to learn and improve. No Hold recognition ceremonies: publicly praise individuals for their excellence o Offer promotions for continuous improvements Show consistency in your approach no Whatever strategies you use for engendering growth and development, stick with the plan if it is working. Individuals need to know that the rewards program they find so motivating will, in fact, be present 6 months down the line when they have finally developed the necessary skills. Allow room for experimentation & mistakes no People learn through a process of trial and error.

Let team members feel that while excellence is the ultimate goal, achieving it may involve experimentation and imperfection. How to Implement ICP: Organize a steering committee to oversee the implementation. Identify areas of improvement; by analyzing and defining your company’s processes you can find the ones most in need of improvement. Think of potential solutions for the problem areas that you have identified. Develop a detailed solution for one of the problem areas. Implement your plan. Evaluate your solution. Repeat with increasing frequency.

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Benefits: A more effective way to work on achieving goals An opportunity to learn new skills Reduced waste through lean production Improved product quality Reduced rework time Faster response times; giving more customers their orders on time Becoming more competitive by driving down costs services A less frustrating way to get things done and a better working relationship with the people Disadvantages: Training employees to work in a continuous improvement environment takes time and money, on top of the time that’s already spent training new employees to perform their main job functions.

This can make the starting out process for any new employee lengthy and tedious. Companies that are always seeking ways to improve run the risk of changing parts of their business that are actually working well. Not all negative feedback from employees and customers is owing to be accurate and truly what’s best for the company. Kamikaze: the translation of aka (“change”) Zen (“good”) is “improvement”… A methodology that promotes the sustainable continuous improvement as a daily way of life for every member within the organization.

It supports the flow, implementation and recognition of improvement proposals Kamikaze is the original concept that has been used by Toyota until today and that has become the culture in all Toyota sites in Japan and overseas. It provides a structure to channel the opportunities for improvement detected by any employee and convert them into realized changes that have a costive impact in the way people perform and perceive their work. CLC Tools & Techniques Six Sigma no Conviction that businesses should prevent defects in their products or services instead of Just detecting them.

Its objective is to attain bottom line results and customer satisfaction by lessening waste and variation in products. It demands that every employee in a company be involved in this effort. PDA cycle no Plan – highlights an opportunity & planning for the change. No Do- instituting the change, but only on a small scale. No Check- relying on data to determine the effects of the actually made a difference. O Act- implementing the change on a bigger scale if it was successful. Lean no The fundamental principle is that companies must endeavor to remove from the business all activities that do not add value.

It is extended further into the supply chain or the value stream. The kinds of waste that lean seeks to eliminate include waiting time, overproduction, inventory, motion, transportation and the costs of quality. Quality Management no It is a managerial approach that uses customer satisfaction to achieve long term success. This continuous improvement tool demands that all members in a business take part in improving the revise, the products, the processes and the culture of the place where they work.

Improving performance at work ?? By continuously improving performance at work: no employee exceed their own limitations/performance no learn new skills no produce quality work that meets the high standards of organization no achieve targets and goals no Your efficiency and effectiveness in producing work will give you a sense of satisfaction, as well as receiving positive feedback from the people around you. A set of quantifiable measures to compare performance in terms of meeting their strategic & operational goals THANK YOU


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