| Continuous Process Improvement (CPI) |
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| About Continuous Process Improvement |
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Continuous Improvement is an emerging methodology in the Office of Information Services, Process Center of Excellence Office.
A successful Continuous Improvement Process provides the environment, tools, training, and commitment to employee input for activities and events that promote incremental and ongoing improvements.
This approach has inherent components to empower the staff to assess what improvements can be made and to assure commitment by management that improvements will be implemented. Key to the success of this effort is for all management and staff to be educated about looking at their work from the perspective of ‘managing processes.’ Too often in Human Services, we promote
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people who are trained in another discipline, ask them to manage, and don’t give them the management tools. This Continuous Improvement initiative helps managers and staff to understand that it is “processes” that gets the work done; and that “processes” can be managed. Once they are managed and stabilized they can always be improved….again and again.
Included on this webpage are two key continuous improvement tools: one is the assessment of your process management (internal) controls. If your controls are in place and adequate, you can continue with thinking about improving it. The other tool uses the Lean Thinking methodology and is called a kaizen event, or in this web example, a Rapid Process Improvement Workshop.
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Continuous Process Improvement Tools:
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Management Controls are the procedures, rules, techniques, devices employed by managers to ensure that what should occur in their daily operations does occur on a continuing basis.
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Rapid Process Improvement (RPI) is a fast and effective way to make improvements.
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To help you think of your work in terms of “managing processes.”
To give you a rudimentary understanding of process improvement; that when you have a problem you know where to start.
To expose you to a viable toolkit and practice using some of the tools. Modules and Tips…
(Large file 102 pgs.)
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Defining value is the stating point for lean thinking. However, be sure you know who your customer really is, as value is precisely defined by how close the ultimate customer thinks the product/service comes to their ideal. Look at Flowcharting, Walk-Around Interview, Waste, 5 Why's, Lean Thinking and more...
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For questions or discussion, please contact Paddy O'Brien, DHS Lean Center at (503) 378-3314 |
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