Structuring Progress
It is often in the way we structure improvement that we realise whether we really believe in the ongoing value creation improvement process.
Like any other function or service, the party responsible for ongoing improvement is a production manager, and in this respect follows the same indicators of process and results.
While his production colleague must produce quality parts, with excellent costs and deadlines, the Value Promotion Manager must achieve an improvement in quality, costs and deadlines.
While the production manager accounts for the PDCA actions carried out and organises his polyvalence plan, the same applies to the VPM (Value Promotion Manager).
He has an allocated budget and resources which spring from gains achieved and not additional human resources!
In his team, he has the best elements, as these are the ones which have achieved the greatest, fastest and most sustainable gains, thus trainees and the recently hired give way to champions, proper internal consultants!
