#process-improvement — Public Fediverse posts
Live and recent posts from across the Fediverse tagged #process-improvement, aggregated by home.social.
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https://infocville.com/2026/02/27/charlottesville-pc-looks-ahead-to-next-set-of-zoning-changes/ Thanks to Sean Tubbs for covering the large, complicated, but important update process to our diminishingly new zoning code. #zoning #cville #housing #aesthetics #shortage #ProcessImprovement #CleanWater
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While DMAIC is often used for process improvements, it can be used to solve problems when identified, defined, and then analyzed, especially when data is involved. #rootcause #fix #problemsolving #dmaic #processimprovement
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Transform your IT maps into real business results. #ValueStreamMapping #ITTransformation #BusinessOutcomes #ProcessImprovement #OutcomeDriven #LeanIT #ValueStream #ITExcellence
https://www.linkedin.com/pulse/from-maps-momentum-value-stream-mapping-delivers-sanjay-k-mohindroo--lp0dc -
Đừng chỉ tập trung vào sản phẩm, cải tiến quy trình mới là chìa khóa cho sự tiến bộ!
Các nhà nghiên cứu đã xác định 8 sơ đồ quy trình cơ bản (FMPI) giúp thúc đẩy đổi mới sản xuất, như song song hóa, tách/hợp nhất các bước. Ví dụ điển hình là sản xuất vi mạch tích hợp hay công nghệ in 3D.
#CảiTiếnQuyTrình #ĐổiMới #SảnXuất #CôngNghệ #ProcessImprovement #Innovation #Manufacturing #Technology
https://dev.to/leon_lin_s/often-overlooked-process-improvement-is-central-to-progress-36l0
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Business Analysts and Business Intelligence professionals complement each other in driving business growth.
BAs focus on understanding needs and improving processes, while BI experts turn raw data into insights through dashboards and KPIs.
Together, they bridge strategy and data-driven execution.
📕 https://ebokify.com/data-analysis
#BusinessAnalytics #BusinessIntelligence #DataAnalytics #BI #ProcessImprovement #DataDriven #Analytics #DecisionMaking
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I have a process improvement suggestion for Jim Rockford: Go snoop around the small town, and THEN interview the small town local law enforcement. Have watching half of season 1, and I have concluded that starting with local law enforcement always yielded suboptimal results. #therockfordfiles #processimprovement
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What I’ve been reading (and watching) this week ending 16 November 2025 https://medium.com/@jchyip/what-ive-been-reading-and-watching-this-week-ending-16-november-2025-1d54018bc9bd
#MentalHealth #ProcessImprovement #CognitiveBias #Statistics #AI #Leadership #Solarpunk
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New visual for 'Data Science for the Modern Enterprise'!
It covers Software Process Improvement (Chapters 7-11) by exploring Software Engineering Principles, Metrics, Quality Assurance, and Risk Management.
Do we neglect the fundamental processes that make it all work?
Where do companies fall short in this area?
Let's discuss! 👇
#DataScience #SoftwareEngineering #ProcessImprovement #QualityAssurance #RiskManagement #TechDiscussion #EnterpriseArchitecture #Books #NewRelease
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"Automation applied to an inefficient operation will magnify inefficiency." – Bill Gates
#Automation #ProcessImprovement -
According to McKinsey, 78% of companies adopted AI in 2024 — but cost savings came in under 10%, and revenue bumps barely touched 5%.
So what separates the winners from the rest?
🏁 Start small, aim sharp. Focus on specific tasks with clear KPIs.
🔗 Connect the dots. Harmonize data and definitions across systems.
🚀 Prove it, then scale it. Run lean pilots, learn fast, and double down where ROI is proven.Gift article here: https://www.wsj.com/articles/companies-are-struggling-to-drive-a-return-on-ai-it-doesnt-have-to-be-that-way-f3d697aa
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TO THE HELP DESK PERSONNEL:
If people try to cut the queue in the IT call center, it's not because they're impatient. There are two factors that, together, cause people to try and circumvent the ticketing process.1) Management above you has inadequately staffed the help desk in order to cut costs.
2) The people who call you are dedicated employees who genuinely want to get back to work and be productive.As a help desk worker, you can't fix this. But you should at least understand what's really going on.
TO THE PEOPLE WHO CONTACT THE HELP DESK:
If the person you called seems to be an idiot, you’re wrong. They’re not. There are two factors that, together, cause them to give you inadequate support.1) Management hasn’t trained them adequately. They want to succeed in their job, but they were thrown to the wolves, so to speak, by managers with understaffed departments and insufficient training budgets.
2) They’re rendered powerless by policies they didn’t create. Even if they know what you really need, they’re bound by rules that specify what they can and cannot do.As an employee needing an IT issue resolved, you can’t fix this. But you should at least understand what’s really going on.
As someone who has managed help desks, and who has managed help desk managers, I’ve seen the issues up close. These problems can be solved if upper management is willing to change how things are done.
#CallMeIfYouNeedMe #FIFONetworks
#HelpDesk #TechSupport #ServiceDesk #management #leadership #ProcessImprovement
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I served on many of the committees of these vital transportation safety projects in #cville that are being cancelled, delayed, or reduced in scope and I am sorry to see that happen, but I appreciate the hard work that City Manager Sanders is doing to fix our broken processes and get actual projects actually done. #safestreets #projectmanagement #processimprovement #inflation #vdot #timekillsdeals https://open.substack.com/pub/communityengagement/p/november-13-2024-charlottesvilles
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Staff was able to clarify the surprises and the recommendations were approved by the Commission. We had a good conversation about the high level of public scrutiny and admin cost on this small bucket of funds and are looking at process improvements to more nimbly address challenges from DC and here at home. Also I plugged paying people for their time if equity and representation is the goal #processimprovement
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Here is a summary of the key points from the article “Nobody ever gets credit for fixing problems that never happened: creating and sustaining process improvement”.
Overview
- Many companies invest heavily in process improvement programs, yet few efforts actually produce significant results. This is called the “improvement paradox”.
- The problem lies not with the specific tools, but rather how the introduction of new programs interacts with existing organizational structures and dynamics.
- Using system dynamics modeling, the authors studied implementation challenges in depth through over a dozen case studies. Their models reveal insights into why improvement programs often fail.
Core causal loops
- The “Work Harder” loop – managers pressure people to spend more time working to immediately boost throughput and close performance gaps. But this is only temporary.
- The “Work Smarter” loop – managers encourage improvement activities which enhance process capability over time for more enduring gains, but there is a delay before benefits are seen.
- The “Reinvestment” reinforcing loop – successfully improving capability frees up more time for further improvement. But the reverse vicious cycle often dominates instead.
- The “Shortcuts” loop – facing pressure, people cut corners on improvement activities which temporarily frees up more time for work. But this gradually erodes capability.
The capability trap
- Short-term “Work Harder” and “Shortcuts” decisions eventually hurt capability and require heroic work efforts to maintain performance, creating a downward spiral.
- However, because capability erodes slowly, managers fail to connect problems to past decisions and blame poor worker motivation instead, leading to a self-confirming cycle.
- Even improvement programs just increase pressure and drive more shortcuts, making stereotypes and conflicts worse. This “capability trap” causes programs to fail.
The “capability trap” refers to the downward spiral organizations can get caught in, where attempting to boost performance by pressuring people to “work harder” actually erodes process capability over time. This trap works through a few key mechanisms:
- Facing pressure, people cut corners and reduce time spent on improvement activities in order to free up more time for immediate work. This temporarily boosts throughput.
- However, this comes at a cost of gradually declining process capability, as less time is invested in maintenance, training, and problem solving.
- Capability erosion then reduces performance, widening the gap versus desired performance levels.
- Managers falsely attribute this to poor motivation or effort from the workforce. They lack awareness of the capability trap dynamics, and the delays between pressing people to “work harder” and the capability declines that eventually ensue.
- Management increases pressure further, demanding heroic work efforts, which causes workers to cut even more corners. This spirals capability downward while confirming management’s incorrect attribution even more.
Key takeaway for learning leaders
Learning leaders must understand the systemic traps identified in the article that underly failed improvement initiatives and facilitate mental model shifts. This help build sustainable, effective learning programs to be realized through productive capability-enhancing cycles.
Key takeaway for immunization leaders
It’s reasonable to hypothesize that poor health worker performance is a symptom rather than the cause of poor immunization programme performance. Short-term decisions, often responding to top-down targets and donor requirements, hurt capability and require, as the authors say, “heroic work efforts to maintain performance, creating a downward spiral.” Managers then incorrectly diagnose this as a performance problem due to motivation.
How to escape the capability trap
The key to avoiding or escaping this trap is therefore shifting the mental models that reinforce the incorrect attributions about motivation. Some ways to do this include:
- Educating managers on the systemic structures causing the capability trap through methods like system dynamics modeling
- Allowing time for capability-enhancing improvements to take effect before judging performance
- Incentivizing quality and sustainability of throughput rather than just short-term volume alone
- Seeking input from workers on the barriers to improvement they face
With awareness of the structural causes and delays, managers can avoid erroneously attributing blame. Patience and a systems perspective are critical for companies to invest their way out of the capability trap.
- Shift mental models to recognize system structures leading to the capability trap, rather than blaming people. Then improvement tools can work.
- A useful example could be system dynamics workshops that achieved this shift and enabled successful programs, dramatically enhancing performance.
Reference: Repenning, N.P., Sterman, J.D., 2001. Nobody ever gets credit for fixing problems that never happened: creating and sustaining process improvement. California management review 43, 64–88.
Illustration: The Geneva Learning Foundation Collection © 2024
#capabilityDevelopment #HR #processImprovement #TotalQualityManagement
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Recession ahead? Follow these Money Saving Tips for your Workplace - In an ever-changing economic landscape, the prospect of a recession can cast a sha... - https://readwrite.com/recession-ahead-follow-these-money-saving-tips-for-your-workplace/ #processimprovement #entrepreneurs #smallbusiness #costsaving #recession #startups #business #finance #economy #work
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Went into hospital for the first time as a patient to get some stuff checked out. All clear, thankfully.
Was also my first time getting knocked out with anaesthetic. Holy shit I wish that stuff was available in pill form as a sleeping aid.
I was off to dreamland in seconds, and didn’t feel groggy or tired or anything out of sorts when I woke up. Amazing.
The hospital staff were all wonderful and their process was seamless. I took away a few good lessons re operations management, and stakeholder comms from this experience.
Also, I cannot believe the entire thing was free. Like I was out for a couple of hours, those sleep aids would not have come cheap, nor the people who did their thing to make sure I had no other medical concerns.
Kinda makes me a tad peeved that I have to take private health insurance for tax reasons when going that route would have cost several hundred dollars in addition to the fortnightly premiums.
Ehhh. TLDR went to hospital for some invasive stuff and it went real well and it was all free.
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I read The Book of Trespass for my Green book group this week and it reminded me of a meme I made juxtaposing two quotes about boundaries. 🧵
https://www.bloomsbury.com/uk/book-of-trespass-9781526604729/
#ChestertonsFence #ProcessOptimization #PolicyChange #ProcessImprovement
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I don't think I've posted this yet. Good paper out last year comparing by-right and discretionary processes on their ability to permit affordable housing quickly and reliably https://www.tandfonline.com/doi/full/10.1080/01944363.2022.2106291 #housing #zoningreform #processimprovement
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A brutal story involving mass casualties in a 1915 rail accident yields an interesting discussion of “work as imagined” vs “work as practiced.”
This is why a process improvement effort should start with an analysis of the current state as actually practiced, not just as designed.
Impeccable storytelling as usual from from @TimHarford ‘s Cautionary Tales Podcast. #kanban #SystemsThinking #ProcessImprovement
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"..often the challenge isn’t the technology but developing the relationships and ways of working between the staff"
#StartWithPeople > #ProcessImprovement > then enable the process with #Tech
#PeopleProcessTechnology. In that order. Always.
@healthinformatics
@CKsTechNews
#InstituteForHealthImprovement -
Srikant Iyer, Chief #Quality Officer at #childrensatl #EmoryPediatrics at IS&T Fall All-Staff Meeting:
“Fall in love with the Aim, not with the Intervention.”
Hear hear!
#QI #QualityImprovement #PI #ProcessImprovement
#undertheseawithIST