- Thread starter
- #81
Fisch88
Chemical
- Aug 24, 2011
- 10
lacajun, I was referring to all of the little things within an organization that can typically get in the way of an improvement project execution. First, questioning wether the project was defined correctly, how you plan to demonstrate improvement, is the root cause analysis sound, are the real root causes addressed properly with corrective actions, how do you get funding, pull in other resources, if you spend the money want a guaranteed improvement, zero tolerance for failure, prepare a detailed timeline. Basically paralysis by analysis. I've worked on too many projects where I knew what the problem was, how to go about resolving it, but then had the project plan nit picked to death by management. I perservered (usually), but spent way too much time with petty administrative details that slowed the project down. Removing these barriers would have made my life easier and helped the organization reap the improvement rewards more quickly. Throwing more warm engineering bodies at the problem will not help as much as stripping away the red tape.