Continuous Improvement Program
Continuous Improvement program & Organizational Culture
A-1 Introduction The continuous improvement program or continuous improvement process is an effort to facilitate coordination of district planning and to streamline communication between state and local education agencies. This process provides an avenue for districts to engage in an inclusive and comprehensive planning as opposed to multiple disconnected processes. Continuous improvement is the prime competitive strategy for industries that reached the market and technological maturity. Low rates of market expansion or only replacement demand encourages these firms to restrict innovation to incremental improvements in the same core technology. Continuous improvement is also the main source of growth for organizations that cannot pursue more aggressive venture strategies as they have to follow some restricting bureaucratic rules and regulations. W. Edwards Deming says,’ putting out fires is not improvement. Finding a point out of control, finding the special cause and removing it is only putting the process back to where it was in the first place. It is not improvement of the process. [Deming attributed this conclusion to Joseph M. Juran, many years ago.] You are in a hotel. You hear someone yell fire. He runs for the fire extinguisher and pulls the alarm to cal the fire department. We all get out. Extinguishing the fire does not improve the hotel.’ that is not improvement of quality. That is putting out fire. (W. Edwards Deming 1986). Continuous improvement program (CIP) allows all staff to make improvement suggestions to achieve excellent performance. Continuous Improvement Programmes are often used within large companies and organisations to share ideas and experience. The Continuous Improvement Program is sponsored initiative committed to stimulating, promoting and sustaining a culture of improvement throughout all levels of the department. It provides an environment to stimulate healthy
A-1 Introduction The continuous improvement program or continuous improvement process is an effort to facilitate coordination of district planning and to streamline communication between state and local education agencies. This process provides an avenue for districts to engage in an inclusive and comprehensive planning as opposed to multiple disconnected processes. Continuous improvement is the prime competitive strategy for industries that reached the market and technological maturity. Low rates of market expansion or only replacement demand encourages these firms to restrict innovation to incremental improvements in the same core technology. Continuous improvement is also the main source of growth for organizations that cannot pursue more aggressive venture strategies as they have to follow some restricting bureaucratic rules and regulations. W. Edwards Deming says,’ putting out fires is not improvement. Finding a point out of control, finding the special cause and removing it is only putting the process back to where it was in the first place. It is not improvement of the process. [Deming attributed this conclusion to Joseph M. Juran, many years ago.] You are in a hotel. You hear someone yell fire. He runs for the fire extinguisher and pulls the alarm to cal the fire department. We all get out. Extinguishing the fire does not improve the hotel.’ that is not improvement of quality. That is putting out fire. (W. Edwards Deming 1986). Continuous improvement program (CIP) allows all staff to make improvement suggestions to achieve excellent performance. Continuous Improvement Programmes are often used within large companies and organisations to share ideas and experience. The Continuous Improvement Program is sponsored initiative committed to stimulating, promoting and sustaining a culture of improvement throughout all levels of the department. It provides an environment to stimulate healthy
References: 1. Raleig h. April 16, 2008 . 10th Annual CPI Conference "Celebrating Ten Years of Innovation" Kerr Scott Building, NC State Fairgrounds, Available from http://www.ncdot.org/programs/cpi/ 2. laurie J 3. David L. Goetsch ,Stanley B. Davis, 1997. Quality management. 3rd Edition. FT Prentice Hall. P: 604-7 4. Morgan Gareth , 1997 5. Joseph M. Juran , 1989. Juran On leadership for Quality: An executive Handbook . New york: free press. P: 31 6. Deming W 11. Eileen Depka, 2006. The Data Guidebook for Teachers and Leaders: Tools for Continuous Improvement Corwin Press p-94 12. French W 13. Hofstede G. (2003) Culture and Organization London, profile books ltd. 14. Kreitner R. (2006) Organizational Behaviour Mc-Grew Hill Irwin, New York. 4. French W. (1999) Organization development Newjersy. 6th ed. Prentice Hall. 5. Hofstede G. (2003) Culture and Organization London, profile books ltd. 6. Kreitner R. (2006) Organizational Behaviour New York. 2nd ed. Mc-Grew Hill Irwin.