It never ends

Organizations that have successfully implemented improvement initiatives often face a similar problem: How can they continue to find new ways to improve after they have surpassed their previous targets? This article examines how organizations can adopt an enterprise-wide commitment to practicing continuous improvement. In doing so, it discusses how two companies--Toyota and Alcoa--developed corporate cultures focused on continuous improvement; it explains the purpose, process, and outcomes of each organization's improvement initiatives, efforts in which both organizations rely on all of their employees to push improvement forward. It also describes the method most companies use to start implementing improvements; it discusses the way one consulting firm helped Telecom Italy reduce its activity errors by 15 percent and shorten its lead times by 60 percent. It then overviews how automotive component manufacturer GKN Driveline is introducing a cultural improvement process called lean enterprise, one that involve
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