Continuous Improvement Cadence
Runs small and frequent rather than an annual review nobody actions.
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Running it, start to finish
- Diagnose why the current approach is not producing changes.
- Define what the team can change without approval.
- Review every agreed item at the following session.
What you get back
The output this produces, every time.
- Sizes each improvement to what the people present can do within the cycle.
- Makes explicit what the team can change without asking, usually the highest-value change.
- Reviews every agreed change, since an unreviewed one teaches that the meeting is pointless.
Getting better results
Where this usually goes wrong, and how to avoid it.
- Hunt the workarounds. They are the richest source of improvement and are invisible precisely because they have become normal.
- Give larger items a real route out. Without a named recipient they get raised repeatedly and go nowhere, which is worse than never raising them.
- Watch whether people still bring things. It is the leading indicator. When contributions stop, the meeting has already failed regardless of its output.
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Documents a process as it is really performed, including the undocumented workarounds, so the SOP describes reality rather than intent.
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Evaluates suppliers against weighted criteria set before the demos, so the decision is not made by whoever presented best.
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Written for The AI University. Every prompt in this library is original work — authored, tested and revised here, not collected from elsewhere. 365 of them, free with an account.