Recently, a member of the Lean and Six Sigma Global Network on LinkedIn posted a discussion item about the first of the seven deadly process improvement sins: Sin #1: Process improvement is not tied to the strategic issues the business faces.
Group members from across the continent opined pro and con. It's an excellent ongoing discussion. Here is my post from that discussion: Can we look at it this way? (1) The very fact that process improvement exists within an organization is the result of a strategic decision. (2) Does that, then, mean anything that process improvement is applied to must inherently be strategic? As a body of knowledge, methodology or discipline, I don't think process improvement is a candidate to be labeled strategic. It is simply a tool or process. (3) But, the projects to which the tool, BOK, methodology or discipline are applied very probably should be aligned with the company's strategy. In my experience, I have always worked to tie project selection to organizational strategy. In that sense or context, I then think that Sin #1 would be correct.
The vision statement of my business states "Everything Begins With A Plan". I don't mean a single plan. I mean a plan, as in a business plan, a strategic plan, an annual operating plan or a marketing plan. Planning is central to a successsful business enterprise. The key is how well developed is the plan. If it's worth the time to develop the plan, then ensuing activities and plans must link to it.
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