Would Accelerating Quality and CI Initiatives Keep Them From Failing?

Would Accelerating Quality and CI Initiatives Keep Them From Failing?

For decades, companies have implemented CI to improve and simplify processes, eliminate waste, reduce response time, and improve quality & customer service with an eye towards increased revenue. While a CI Project may reduce process cycles and defects, it may still not significantly impact the bottom line. Why do CI projects fail to deliver? In a brutally fast paced competitive environment, would accelerating initiatives help, or is that just a knee jerk reaction? How difficult is it to align CI initiatives with organizational strategy? what kind of cultural changes do these projects require?  Is IT in a position to reduce the failure rate? What kind of partnership is needed between IT and management?


    • Steve Bell, Author & Lean IT Coach, Lean Enterprise Institute Faculty
    • Shailesh Grover, Global Head of Quality and Continuous Improvement, Barclays Bank PLC, London, UK

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Steve Bell

Steve Bell, Author & Lean IT Coach, Lean Enterprise Institute Faculty

Steve is a pioneer in the convergence of Lean thinking and information systems. In 2005 he published Lean Enterprise Systems, Using IT for Continuous Improvement (John R Wiley publication) the first book to introduce the emerging discipline... More   View all posts
Shailesh Grover

Shailesh Grover, Global Head of Quality and Continuous Improvement, Barclays Bank PLC, London, UK

Shailesh Grover is the Global Head of Quality and Continuous Improvement at Barclays Bank PLC, since July 2007. He has over 20 years of experience at various levels within global organizations. For the past 10 years his core focus has been... More   View all posts
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