When to Take Credit for Improvements?

From August of 2012 through August of 2014, we initiated 50 projects in our relatively modest Continuous Process Improvement (CPI) program. Some of those projects resulted in significant improvements and big financial savings. Some resulted in marginal improvements. And a few had no impact, were never completed, or were cancelled. However, every single one of the 50 projects had collateral benefits and training value to the organization.

By collateral benefits, I mean three types of improvements that are not typically attributed to a CPI program.
1. The first type of improvements are undocumented changes that result from focus on a problem. Whenever I initiate a project and start asking questions about data availability, the process changes for the better. It happens every time. Scrutiny of a process leads to undocumented process improvements.

2. The second type of improvements are documented changes that are not called CPI. These improvements would not have happened if the CPI program did not exist, but no one seems to acknowledge the connection. Changes in a focal process always generate collateral changes in related processes -- often without the need for a follow-on project to drive the change.

3. The third type of improvements are changes that are generated using CPI tools but not part of a formal project. The covert CPI program, at least in my present circumstances, is often a more powerful tool than the overt program. As individuals internalize the principles of CPI, these tools become second nature, and documenting improvements as formal CPI projects become less likely.

As a CPI program manager, I could legitimately credit my program with all of the improvements. Such a stance might be considered an attempt to steal credit that rightfully belongs to other efforts. I could chase some of the collateral benefits and attempt to formally document them as CPI-driven improvements. Such an approach might be perceived as a desperate attempt to make my program seem relevant. Another approach would be to only take credit for improvements that are formally documented in CPI-related projects. Of course, that method would grossly underestimate the value of the CPI program to the organization.

When should a CPI program take credit for improvements? It is hard to offer a definitive answer.

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