Ron Ashkenas's post It's Time to Rethink Continuous Improvement, published recently in the Harvard Business Review Blog post brought up an interesting issue. When formulating your continuous improvement strategy, do you remember to challenge the basic assumptions?
"Too many continuous improvement projects focus so much on gaining efficiencies that they don't challenge the basic assumptions of what's being done. For example, a six sigma team in one global consumer products firm spent a great deal of time streamlining information flows between headquarters and the field sales force, but didn't question how the information was ultimately used.
Once they did, they were able to eliminate much of the data and free up thousands of hours that were redeployed to customer-facing activities."
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