TABLE OF CONTENTS This chapter presents some of the fundamental concepts of process improvement including defining the motivation for change, identifying process improvement barriers and enablers, and selecting improvement approaches. An overview of the Plan-Do-Check-Act (PDCA) approach generally favored by ISO standards and the SEI's IDEAL ? approach is provided. The use of the IDEAL model as a process improvement roadmap is presented and concepts associated with using multiple frameworks are introduced.
Process improvement efforts are started for many reasons. Traditionally, the primary goal of process improvement has been to improve efficiency. Improved efficiency, or productivity, allows an organization to produce the same products with reduced effort. Frederick Taylor's (1911) work in The Principles of Scientific Management was focused on selecting workers for the particular physical activity that best suited them, training them in the optimal methods for performing their tasks, and ensuring that those scientifically developed methods were followed. This approach led to monotonous work, few opportunities for feedback, and little chance to change the way things were done.
Fortunately, we've made quite a bit of progress since then.
Some process improvement goals have been with us for a long time improving cost and schedule performance and improving product quality are always important. "Faster, better, cheaper" is an oft-heard mantra. Organizations also look for better predictability; whether performance is good or poor, organizations need to be able to rely on repeatable performance so that accurate plans and budgets may be developed and commitments may be made.
Companies often succeed because...
