Chapter List

INTRODUCTION

At this point you have defined the basis for implementing process improvement. More specifically, you have performed the following work:

• Selected the specific processes and transactions to address

• Determined the problems, issues, and opportunities for the current processes

• Defined the long-term processes to establish targets

• Developed the future processes that take you from the current situation toward the long-term processes

• Identified the best Quick Wins to help you achieve the future processes

So now you just implement the process, right? Wrong. If you plunge in and start making changes, there could be more problems than the ones you are attempting to address. This is the problem with some implementations of Six Sigma and the problem with reengineering. Management often sees what is to be done and tries to have it done tactically. However, process improvement is neither routine nor simple. It is complex due to various political, cultural, business, and technical factors.

In this chapter you will develop a road map that sets out the sequencing of the Quick Wins and the future processes. In Chapter 9 you will define a project plan to support this road map. The road map or improvement implementation strategy lays out how to go from the current situation to the future processes. It gives the big picture.

What are some of the problems that will likely occur if you avoid defining the road map? Here are some...