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The content does not provide specific reasons for the failure of 21% of the projects to yield any improvements. However, it could be due to a variety of factors such as lack of proper planning, inadequate resources, poor execution, or resistance to change among employees. It's also possible that some projects were not well-suited for the process improvement methods being used.
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Over the first four years, the bank launched 33 to 51 projects every six months, each involving 1,600 employees. Initial improvements in efficiency averaged 10%; the gains rose to 20% after a year and 31% after two years. However, despite the impressive gains, 21% of projects failed to yield any improvements. Among the 79% that showed initial improvements, many regressed: only 73% were still producing results above baseline after a year and after two years the number fell to 44%. The researchers examined whether projects that were initially successful could preserve the gains and show continuous improvement, but only 51% of them were continuing to improve a year after launch and after two years the figure dropped to 36%.
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Optimize your business processes to achieve new breakthroughs in quotas and quality standards. Use our Process Improvement presentation — including co...
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