What Are Continuous Improvement Strips?

Continuous Improvement Strips

Goal

Everyone involved in generating and implementing ideas. 61.8 ideas per employee per annum.

Note: 80% of cost or benefits improvement will come from frontline staff if the appropriate systems to support continuous improvement are in place.

Purpose

The purpose of Continuous Improvement Strips is to provide a mechanism for the identification and implementation of ideas to remove waste from the process.

The strips (usually a physical piece of paper) provide a common method, usable at all levels to manage the generation of ideas and the control of their evaluation and implementation.

Benefits

  • Transparency and visual management of ideas
  • Generate year on year performance improvement across the organisation
  • Engagement of people in improvement process

Lean Leadership with CI Strips

The role of leaders is to ensure the following:

  • Team members are being challenged to generate ideas
  • Team members are given the latitude and time to experiment with ideas and their implementation in the workplace following the PDCA methodology.  Change management procedures adhered to.
  • Support the teams in developing solutions and embedding new practices
  • Manage across shift agreement
  • Developing new standards to ensure waste remains excluded from the process and variation is controlled
  • Coach teams in 7 Wastes and their impact on the business
  • The benefits are captured and validated and reported in a recognised system

 

CI Strips are held in the team’s Information Centre along with their performance metrics and Hoshin plans.  The target of 61.8 ideas per annum per employee is an achievable figure but does sound like a big stretch for most organisations when you consider that the average across industries is 0.2 per annum.

Struggling to make your company become Lean?

Educate your leadership and begin to see the Lean Operating System and Principles appear across all of your standardised work and procedures.

Speak with our expert Lean Consultants today.

This page was written by Bob Newton in February 2018.
Due for review in 2019.
Share This