liller said:
Why do something if you are not going to improve?
Because a company only has so many resources. Some things are maintained or are routine activities. Some things are improvement activities. An organization should consider their resources and their strategic plan before decided where they will improve.
That's why I like "multi-level objectives" - for lack of a better description.
For example, an objective at the highest level might be "To minimize consumption of natural resources."
At the next level we say for 2005, the goals to meet the objective are:
- Maintain recycling rate.
- Maintain waste-to-landfill rate.
- Reduce natural gas consumption.
- Reduce waste water discharge.
Then, for our targets, we assign numerical control limits to ascertain whether or not we are meeting our objective (and take action when we are not).
You can not improve everything and to say that you intend is not only wishful thinking, it lessens the impact of your management system. Intentions are all well and good, but realistically, you are only human (as your co-workers) and you can only do so much.
That's why we do thinks like pareto analysis and analysis of data. To look at what needs to be improved and where we can improve. Maintain the stuff that is under control and performing well. Improve the items that need to be improved and that you are able to directly impact in a postive manner.