” home_label=”” separator=”>” show_categories=”” post_type_archive=”” show_leaf=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” sticky_display=”normal,sticky” class=”” id=”” alignment=”” font_size=”” text_hover_color=”” hue=”” saturation=”” lightness=”” alpha=”” text_color=”” margin_top=”” margin_right=”” margin_bottom=”” margin_left=”” animation_type=”” animation_direction=”left” animation_color=”” animation_speed=”0.3″ animation_delay=”0″ animation_offset=”” wp_closed=”true” />

Support for the Continuous Improvement Manager.

A health insurance provider piloted a new role of continuous improvement manager to foster autonomy and promote the sharing of best management practices among its teams.

Background

A French mutual insurance company has been developing a continuous improvement initiative for several years. Within one of its operational divisions, a new role—Continuous Improvement Manager (RAC)— is being piloted tobuild in-house expertise in continuous improvement and provide hands-on support to teams and managers. These managers are key players in rolling out the initiative, helping to implement best managerial practices andengage frontline teams in operational excellence.

It would have been a sure thing if:

  • The RAC is becoming self-sufficient in managing construction sites and training programs.
  • RAC applies A.C.’s practices across all its services and throughout its scope of operations.
  • The RAC is able to identify areas for improvement and track them over time.

The process:

  • Personalized support is provided to the continuous improvement manager, including a monthly review of skill development and progress toward becoming more versatile.

  • The process mapping and problem-solving workshops are co-facilitated to ensure that operational managers develop their skills and become more self-reliant by the end of the support program.

  • Management procedures are being implemented for ongoing projects toquickly identify issues, share bottlenecks with higher-level management, and facilitate decision-making.

  • Finally, the “sun” matrix is designed to provide visibility into the implementation of a culture of continuous improvement, the development of a dedicated community, and the monitoring of ongoing projects.

Our results:

  • Standards have been established.
  • The departments use the following tools (4 boxes, 5PK, visuals, Mandate).
  • 33 irritants treated.