Intangible Value in Small Projects




How big does a continuous process improvement project need to be?

I get variations of this question every time I provide training on the topic. My best answer goes something like this:
"The tools and techniques of CPI are scalable to accommodate both large and small projects. Black belt projects are normally larger and more complex than green belt and yellow belt projects. In a typical cross-functional process map with four departments and 30 steps, a yellow belt might do a project on one step, a green belt might do a project on one department, and a black belt might do a project on the entire process."

Two hidden issues underlie this question. Issue number one is that people believe that every project must provide substantial and tangible benefits to be worthwhile; they believe that doing small projects is a waste of time. The truth is that there is value in doing a CPI project, however small, for the sake of doing the project. Colleagues might argue that projects consume time and resources, so only projects with a large dollar value and high potential for return should get done; they are wrong. Small projects that produce small increments in performance accumulate over time. Like compound interest, compound improvements accumulate exponentially. Further, small scope projects provide an invaluable team building experience for participants. Even if the process does not improve due to process changes, the process improves as a result of improved communication and shared understanding of the process among the participants. 

Issue number two is that large projects are more difficult to initiate, coordinate, and execute. Most newly-minted green belts really struggle with the transition from student to practitioner. Small scope projects provide a low risk entry to the world of CPI. Small scope projects allow less-experienced CPI practitioners a chance to complete their training while simultaneously providing some payback on CPI training to the organization. As green belts gain more experience and confidence, they'll be more willing to take on larger scope projects (with less risk of project failure). 

Small scope projects, like the one pictured above (a rapid improvement event squeezed into a single day), provide intangible value that large scope projects cannot replicate. Gigantic projects that reshape entire supply chains get lots of attention, but the foundation of a successful CPI program rests on small, incremental changes, compounded over time.

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