These could include a recent crisis, business loss, unhappy customers and high development costs. Pleasure can be described in terms of project success, teamwork, customer satisfaction, product quality, profitability, image and productivity. When there is a compelling reason to improve, the improvement will occur. Determine the compelling purpose for process improvement in your organization. The lack of a compelling purpose is a common reason that organizations either abandon their process improvement program or just muddle along with an ineffective program.
Many organizations start a process improvement program and initially establish a meaningful goal.
This goal often gets translated into an activity that is not compelling. For example, the CEO decides that productivity, customer satisfaction and product quality must all improve. After successive meetings of the manager and engineers, an implementation plan is constructed to document the current processes. Over the next 18 months, the goal of process documentation is achieved. By this time, it is difficult to see how this result helps the initial productivity and quality goals.