Our projects might just be killing quality improvement

If you want Quality Improvement, stop the projects and initiatives!

The death toll from projects and initiatives

What do projects or initiatives have in common? Why do they ring the death toll for quality improvement? Hear in your mind the sound of Metallica's 'For whom the bell tolls'!

A project is defined by having a beginning and end. As defined by The Project Management Institute (PMI):

“A temporary endeavour undertaken to create a unique product or service.”

Temporary!?!? Do we want quality and improvement to be temporary?!

An initiative is “a new plan or action to improve something or solve a problem” according to the Cambridge Business English dictionary. Plan or action seems short-lived, to improve something or solve a problem is limited in its focus.

Both seem to imply delivering one output. A quality improvement project or initiative therefore is temporary, solves a problem. Once the problem is solved, it is over. Perhaps improvement then waits for another project or initiative?

OK, so at least we did a project, made an improvement, project ended. Better than nothing?!

Ban QI projects and initiatives?

Or perhaps we can ban associating QI with projects and initiatives?

How should we think about QI? Many refer to continuous, or continual, improvement. To do that, we need to consider improvement as the work, not an add-on to the work. Once done, back to work!

A specific problem traditionally warranting a project or initiative no longer requires a project, because the problem sparks the curiosity in employees to understand the problem and try to solve it as part of their work. Not wait for somebody to decide a project is required, invite project team members, production of project charter, briefing of sponsors, report writing and final presentation. Coordinating all the different components adds another layer of logistical handicap.

Problem-solving and Quality Improvement is the work

Simply, empower all employees to be problem-solvers, using PDSA as part of ‘Scientific Thinking’, creating the environment for continual improvement.

Showing this respect for employees, supporting and developing them in problem-solving and continual improvement in their work, then gives us the two pillars of ‘The Toyota Way’ or ‘Lean Organisation’.

No project, no initiative, just the work of continual improvement from intrinsic motivation and curiosity to make life and work better.