Less than five, involving everyone. So one of the things that I think is really important in a culture of ci is that everybody's involved. So what I want to see from a team, that's a culture of ci is that it's not just the preserve of one or two people who are really interested in this stuff, but everybody's interested in it. Again, they'll have different levels of involvement. But everybody has at least some involvement. And that basic level is that they're coming up with ideas.

We also have lots of different sorts of people involved at different levels. So it's not just the deputies may be that get involved in the project management bits, but actually other people can get involved in that as well. So you have a wide range of people with a wide range of skills, getting involved in projects. A very common theme on all of these cultural changes. programs are that if you want your team to do something, you need to be very specific and explicit about what it is you want. So if you want everybody to get involved in CIA in some way, then communicate that communicate your expectations.

I expect everyone to get involved in improvement in one way or another. Just to share some of my experience with you on that. When I've done that, in the past, I've had to learn from my experience, because I thought that people would generally accept that and think that's fine. But I have met with some resistance when I've said that to my team, because they felt that it wasn't their job. And I'm going to address that a little bit later. But just a bit of warning that you might find that some people just don't really like that at first.

But don't be afraid to say it. So you need to start showing people that you do expect that everybody will get involved in improvement in one way or another. Now, you know, Not going to force everybody to be a project manager. But you do think that it's reasonable to expect that everybody gets involved in some way, even if that's just saying, I think we could do this better for why do we do it like this? In my view, everybody's capable of doing that. So I'm quite determined to make sure that everybody accepts that and understands that, yep, everybody has at least some parts play.

So one way you can do that, and it might be a way that needs a bit of time to make it happen, but include continuous improvement activity in the job description for the individual. So every job description in your team should have something in it that says, part of your duty responsibilities are to identify ways to improve and you can work that any way you like. But if you put that in the job, district And then of course, it starts to be seen as part of their job. So include it in job descriptions, and by all means include it when you're recruiting. Another way to do this is to include ci in some way, in your performance reviews and appraisals. So again, that can start with a little bit of resistance, if people think that that's going to make their job more difficult, but make it clear to them the fact that's going to be not too difficult, there's going to be ways of doing it, you're going to give some training.

And all you're asking is for some involvement, not that you're going to change their job, simply that they are expected to perhaps come up with the idea with an idea every now and again. Sort of following on from that it's important to have different levels of opportunity, the very early stages and indeed, some people never get beyond this coming up with ideas, you know, just simply saying, I think we could do this instead of that That's what we're looking for. But you also, of course, want some intermediate stages where some people are more capable of being part of a project team where they gather some information or they spend the day making changes to the way that things are done. And there's other people who might be project leaders or managers. And there's other people who might be really experienced in continuous improvement that you can draw upon as that wise head if you like so, but we really want to be able to provide opportunities at different levels, so everybody feels that they can contribute to it.

So we've explained that it's important to have opportunities for people at different levels. So let's just have a think about some of those different levels. And we'll start to think about how we might provide those different levels of opportunity. So the first level is the identifying Just Do It Yourself probably already do lots of these. And this is an area sometimes that you have to overcome, it can be a bit of a sticking point. So when you first start talking to your team about continuous improvement, and saying that you want to have a way of identifying problems and continually improving, coming up with ideas and so on, they may well feel that they're already doing that.

And they probably are, it's just that you want to get them to do more of that. And be, you'd like to measure what the benefits are and the level of opportunity and the level of activity. So I think it's good to acknowledge that of course, they already do lots of this table would be better if it was over there and they move it and, strictly speaking, that's an improvement. They've just spotted something that could be better and they've changed it. We don't want to stop people. from doing that we don't want any new bureaucracy that we're creating to kind of get in the way of that.

So long as it really is a Just do it. And for me, I just do it is, if I move this table from here to here, it will have no impact upon anybody else, it will have no impact upon anything else that I do. It's just purely about moving a table from here to here. Now, there are things like that in the workplace and can just be done. The trick is to know which are just do it, which means that nothing else is going to be impacted, and which require you to go through a little bit of a process to think about, if I move this for me, maybe it causes a problem for somebody else. So that's where it can sometimes get a bit tricky, and we just need to be aware that sometimes just do it.

END UP Being a Why did you move that you've created so many problems for somebody else. However, we don't want to discourage people coming up with ideas and just doing it. So find some way of educating people to know when they're empowered to just make a change, fine. And when they need to just raise it as an issue and go through a process. The other thing that you probably want to do, if possible, is to at least measure to some degree, the amount of just do it that are happening. So if people are just making sure quick changes, then it's great to get some feedback about what improvements people have made.

And you can record that and keep that as part of your continuous improvement activity because it really is. Anyway, everybody can do that. Probably everybody does already. All you're looking for is a little bit of control, and to make sure you get to know about it. Another thing that you could get everybody involved in is generating opportunities. Basically what you're looking for, there is this is wrong.

This is creating a problem. This is creating waste. This is waiting. This is inventory. This is overproduction. This is bad customer service.

This is a quality issue. So you're really asking for people to communicate issues. And actually, that's the most valuable thing you can start with. So try and encourage people not to hold back on identifying the problems and tell you and other people about what's wrong. Now, there is a cliche that goes, you know, come to me with solutions, not problems. It's not quite true when it comes to continuous improvement, at least not to start with because you can't do the solution bit until you've found the issue.

And you really need to investigate the issue. Need to Know what's really happening, you need to get to the root cause. And the mistake a lot of people make is before they know the nature of the problem. They come up with This solution and that solution is not always the best one because they haven't done the investigation into what the problem was in the first place. So try to educate people to be happy about identifying What's wrong, that's absolutely cool. If you choose to go with a suggestion box, if you've got a whole box full of this is wrongs, or an inbox follow, this is wrongs, great, you've got lots of things to go out.

Now, of course, you also want people to get involved in identifying solutions. And that's often best done as a little group. So you might get people involved a little working group to come up with some ideas of how to solve the x y Zed problem. So actually create some little groups to do that. You could do that in a team meeting, some way of getting people involved. Now that could be a different level of involvement.

So the this is wrong group. You might get different people involved for that. But ideally, good to get The person who came up with this is wrong to be part of that solution group too, I would suggest. Now, another level of involvement could be being a junior member of a small project team. And again, you can gradually ease people into that. So maybe they feel a bit nervous at first.

You don't have to say anything, you don't really need to do anything, just be part of the team. And before you know it, they're in the team saying, Oh, we should do this. And we should do that, you know, and they're involved. So get them involved at a junior level. And that starts to increase their level of activity. But it is possible there will be some people in your team that really never get to that because they just don't want to, or feel uncomfortable or just not capable.

So it depends how hard you want to be on this. For me, most times, so long as we've got enough involvement in project teams, then if there's some people that really have a problem with getting involved in a team, okay. Minimum involvement, though is coming up with ideas, maybe being part of a solution group every now and again. For those people are quite keen, and hopefully you'll have some of those, then of course, they can get involved as a more active member of a project team, or even the leader of a small project. So actually following the process through doing the root cause analysis of why we're having this issue, finding out some of the reasons why getting to the root cause, looking at the data, coming up with solutions and then implementing an improvement. And then for the one or possibly two people who are really steaming ahead with this, after a little bit of time, you might start to identify that actually, these could really start to operate at a different level.

Now it might be that you then start letting them work in other teams to do some of this stuff in, it could be a way to spread your culture of continuous improvement that you're creating in your team, to other teams. So it is an opportunity for you to start setting an example for the rest of the organization. So it's great if you can start doing that. So there might be somebody in your team who is able to manage those larger projects, and that might take a year or two before they're ready to do that, but it's possible. Okay, so we're still on how do you influence all members of your team to get involved? So we've said that one of the ways to do that is to provide different levels of opportunity.

You know, some people are just ideas people, some people are action people, some people lead projects, others don't. One of the things to think about though, is this sort of conversation. Why don't we evolve kasher never asked and Simone, slightly negative on the next project we do. I don't know I've never really asked them before and they always seem a bit negative. Okay, so what am I trying to say here? The thing is, is is easy for a manager to only ask the same people and then wonder why other members of the team are a bit negative.

So, yeah, ask different people. So you know, ask crusher never asked, see how they get on. Again, ease them into it at a low level. So they're not put on the spot. They're not made to be exposed in a situation where they're going to feel nervous, because that's one of the things that stops people doing, getting involved in this stuff, which is gradually involve them. So don't have preconceived notions about who you should involve try to get more people involved in your project teams.

Of course, big thing on this is positive feedback, make sure that you give lots of positive feedback about the improvements that are happening. Now, I had a conversation recently with my colleague on whether you should Give financial rewards for ideas and for improvements that people have done, or other types of material reward. Now, it's up to you whether you do that or not. There are some businesses that do that. And it can be quite an incentive for some people. I've generally tried to stay away from that personally, because it can create some problems around you who came up with the idea.

And I originally thought of that ages ago, and I didn't get the financial reward or the day off or the thing and so so whilst it's good if you can find a way of doing that, and that could be a way of really increasing the level of interest. And I'm not saying don't do it, there can be some bit some negative fallout from it. Certainly one thing that comes absolutely free of charge is positive feedback. So make sure that people are given positive feedback when they're involved, when they come up with ideas, and particularly when they're involved in delivering projects. So make sure that people know that you appreciate their efforts and how well they're performing in that area.