| When playing a game of "5 on 5" in basketball, the key | | | | 3. Establish the selection criteria |
| to success is for the team to work well together, utilize | | | | 4. Select the best solution(s) |
| the strengths of each of the players and repeatedly | | | | 5. Define the desired process |
| work their process as defined by the coach. As the | | | | Implement |
| process is repeated over and over again through the | | | | 1. Develop an action plan |
| course of the season, the really great teams "develop | | | | 2. Develop process performance metrics |
| a chemistry" which is something that is unseen and | | | | 3. Document the solutions(s) |
| unquantifiable, but which gives the team an edge over | | | | 4. Test the changes |
| its competition and leads to success. | | | | 5. Implement per the action plan |
| The same is true in the business world for companies | | | | Evaluate |
| that want to improve and succeed. A business team | | | | 1. Measure progress per the action plan |
| needs to work well together, utilize the strengths of | | | | 2. Compare results with desired performance goals |
| each of the team members and use a process that is | | | | 3. Establish ongoing feedback |
| repeated over and over. The following continuous | | | | 4. Determine corrective actions that need to be taken |
| improvement cycle used repeatedly will lead to a new | | | | 5. Repeat the cycle to define new opportunities |
| "chemistry" within the organization so that the culture | | | | The key to really being successful using this process is |
| begins to change to one of continuous improvement. | | | | the very last step - going back to the beginning and |
| "5 on 5" The 5 Step Continuous Improvement Cycle | | | | looking for new opportunities. Without this, it is one-time |
| Define | | | | change, not continuous improvement. All too often |
| 1. Identify the target process | | | | companies declare victory when a change is complete |
| 2. Organize an improvement team | | | | and sit back for the new status quo to set in rather |
| 3. Describe the issues, concerns or opportunity | | | | than taking another look at things to find more |
| 4. Collect current performance data | | | | opportunities. By using this cycle on a formal basis |
| 5. Create a process map | | | | over and over as problems or opportunities are |
| Identify | | | | addressed in the organization, inherent use of the cycle |
| 1. Identify the process customers and suppliers | | | | will begin to occur since people will become |
| 2. Define the process inputs and outputs | | | | accustomed to it and the culture of the organization will |
| 3. Identify wastes and value added activities | | | | begin to embrace the idea of continuous improvement. |
| 4. Define the process requirements | | | | This resulting chemistry that begins to develop will be |
| 5. Generate a list of potential improvements | | | | unseen and unquantifiable but will provide an edge for |
| Select | | | | the organization so that it can succeed within itself and |
| 1. Establish desired performance goals | | | | against the competition. |
| 2. Prioritize the potential solutions | | | | Basketball anyone? |