{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

Obstacles to Process Improvement

Understand and focus your efforts by using the right metrics

Major change initiatives fail due to lack of focus and a lack of discipline to realize the vision
Credit: Russell Mondy

Willie L. Carter
Tue, 05/08/2018 - 12:03
  • Comment
  • RSS

Social Sharing block

  • Print
Body

Becoming a process-focused organization requires a sustained effort, and for most industrial and service organizations that is a difficult task. Failure to improve the performance of your processes leads to a failure to improve the organization and results in improperly managing the business.

ADVERTISEMENT

All major business initiatives—quality, lean, Six Sigma, innovation—must focus on improving those processes that have the greatest impact on the organization’s critical success factors. These factors are the essentials, and the key processes that affect them should be the primary focus of management.

Focused process improvement is a fundamental requirement to sustain initiatives like quality or lean, and to generate positive results. Organizations succeed or fail based on what happens within specific key business processes. Many organizations don’t sustain their quality or lean efforts because they are not focused on improving critical business processes. Instead employee improvement teams are left adrift and end up working on trivial, inconsequential projects that matter least to improving the business.

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us