Font size: +
4 minutes reading time (849 words)

Continuous Improvement Engagement Survey Results

We launched a 30 second survey a few weeks back to ask the main question, What is your biggest challenge in gaining engagement in your Continuous Improvement Programs? and the results are in. We had a great response with just over 180 people adding their input to the question and a big thank you to those who did. In the survey we asked a couple of questions, how would you rate your CI program in your organisation out of 10 and our biggest challenge question. For the biggest challenge question we let respondents select each of the options that applied hence why the percentages may seem a little strange on first glance.

Rate your CI Program out of 10 

 The results aren't fantastic are they, although to be fair more than 50% of respondents did give it a passing grade, but not really a ringing endorsement and the majority answer is actually a fail! What does this tell us, well you could argue not a lot and that would probably be fair, it's a tiny sample size for a start but I think it's fair to say that the general trend seems to be that it could be better, they need to improve.

  What is your biggest challenge?

Our second, and main question, was What is your biggest challenge in gaining engagement in your Continuous Improvement Programs? Here we let people choose their top 3 issues that were applicable and most people took advantage of that and chose 3  options. I think it's fair to say that Lack of Clear Direction and Lack of Leadership are two sides of the same coin here. Its not that unusual for leaders to believe that they have provided direction by saying her we need to improve and we have this program so lets get stuck in. The reality is that's zero direction. real direction is about making 100% clear what the goal is, what is it you need to fix and why. We've hit it time again again that leaders want to push the decision on what to focus on down to the team on the floor as a form of empowerment. We would argue that's not empowerment, that's abdication. As a leader its your job to set clear direction, you can and should absolutely take feedback from the teams but the final decision and direction must be set by the leadership team. I often say (with slight tongue in cheek) that businesses are never a democracy, they are always a benevolent dictatorship where 1 person is ultimately in charge. They want others to be involved, to have a say, make certain decisions on their own but ultimately the final decision and consequences stay with the person at the top and what's more, your team actually want you to give them that direction... it's the top result in our pole!

Leadership of your Continuous Improvement program doesn't stop with setting the direction, it's ensuring that you know what's going on, that people have the time (see our 3rd result in the pole) and of course that there is money (see result 4) to let them do what they need to do. As a leader you need to continually check in on the teams and see how they are traveling, do they need support, can you help in any way or just to keep the encouragement going.

The Continuous Improvement Leadership Checklist  

Perhaps out of this pole there is quick check that you could create, something like:

  1. Have we identified how this program fits with our strategic direction as an organisation?
  2. Have we agreed and communicated the outcome we need from this program?
  3. Have we set a clear target and how it will be measured?
  4. Have we developed a communication plan with time frames and a breakdown of who should know what by when?
  5. Have we set aside a budget and given the teams the ability to spend it without additional bureaucracy?
  6. Have we identified the training requirements, who needs what and who will provide that training?
  7. Have we figured out how we will set aside the right amount of time to train and undertake continuous improvement work?

If you can clearly answer these 7 questions and in a way that your entire organisation can understand then you are on your way having a great program that really will help engage your team. The key however is to ensure that you do communicate it and do that well. I've heard that you need to say something 7 times before people will believe it, I'm not certain if that's true or not but it certainly feels right so don't be afraid of over communicating (if that's actually possible) even if you are board saying it keep saying it, people need to hear the consistency coming through from every member of the leadership team.

Engagement takes time, but you can speed it up by being consistent and having a plan, so go on, get a plan!

Ready To Start Your Lean Journey?

Make a booking now and find out how we can help you Make Things, Better

Ready To Start Your Lean Journey?

Make a booking now and find out how we can help you Make Things, Better


© Many caps Consulting | All Rights Reserved

Stay Informed

When you subscribe to the blog, we will send you an e-mail when there are new updates on the site so you wouldn't miss them.

The Benefits of One-Piece Flow
Minimum Viable Improvements

Related Posts



No comments made yet. Be the first to submit a comment
Saturday, 28 January 2023

Captcha Image

Subscribe to Our Newsletter

To Get Regular Updates on ISO | Lean | Free Resources
Sorry we need your name
Invalid Input - Sorry we need your last name here
Sorry Can you just check your email address as well
Invalid Input

Latest Blog Post

Trees That Count
memeber of New Zealand Institute of Directors