Pay Attention to Program Details

03/07/07

The Devil is in the details, the saying goes. Nowhere is this more true than with suggestion programs. If you don’t pay attention to the details, your hard work goes for naught. But when you do, the program catches fire.

Detail 1: Open the Program to All
Open the program to everyone on staff, and encourage them all to participate. Word from the field is that engineers and other professionals will initially make most of the suggestions, but that the rank and file soon join in once people see you really want their ideas. And the savings build quickly when people doing hands-on work begin to make suggestions.

Detail 2: Chart Goals for the Program
Employees need to understand clearly what kind of suggestions you’re looking for. Align them to your organization’s strategic goals.Among other things, you can ask that suggestions be designed to:

Increase sales

Reduce costs

Eliminate waste

Improve safety

Improve productivity

Improve morale

Improve quality


Another way to indicate your desires is to put your goals in question-form and ask workers to complete the sentence:

“This company could save money if…”

“We could improve productivity if…”

“Work would be more pleasant if…”

In addition, workers should understand that suggestions are not complaints or grievances, or routine maintenance items. (“The light in the men’s room needs to be replaced.”) Moreover, help people understand that savings should never come at the cost of quality or value. Cheapening products or services is, in the long run, very expensive.

Detail 3: Analyze Suggestions Effectively
To keep suggestions flowing, the review committee needs to assess them quickly. Questions to help analyze them include:

What are the benefits?

How much will it cost?

Is more study or information necessary?

Is it worth the effort?

Will it be hard to implement?

Can the idea be put to use elsewhere in the company?

Does the suggestion conflict with policy or other improvement efforts already underway?

Are there intangible (nonmonetary) benefits?

Take your time in evaluating suggestions. In particular, don’t rush to judgment. Some really good ideas may seem really odd at first blush.

Detail 4: Offer Feedback Quickly
Those making suggestions will be eager to get a response. Don’t keep them waiting. If you decide not to implement a suggestion, explain why the costs outweigh the benefits, you need more information, the benefits would be short-lived, or what have you. Providing supporting details (like cost-benefit calculations) adds to the committee’s credibility.

Detail 5: Help Employees Make Better Suggestions
In offering feedback, never criticize a suggestion. Instead, offer thanks, encouragement, and tips on where the person might find more fertile ground for making suggestions: “What in your immediate work area is a constant problem for you?” “Where is the company being wasteful in terms of time or money?”

Encourage people to look critically at the workplace and work practices. Remember that even the most modest suggestions when put together can have a big impact. And that’s the spirit of continuous improvement.

Detail 6: Implement Quickly
Employees will be equally eager to see the suggestions you accept put into practice. Don’t delay. If it’s a cost saver, the sooner you put the idea into action, the sooner you’ll save money.