Build up strength with continuous improvement and continuously improve delivery capability-talking about cmme-style thinking

Cmme-style thinking refers to the use of cmme in all aspects of company management, making full use of the ideas and technical means that the cmme model brings to us to plan the company's development and solve various problems encountered in actual work. CMMS represents a belief that the quality of products and services depends on the quality of their processes. to improve products and services, we must first improve the process. The process is the core of everything.

CMMS is a basic management skill.
It is only a high-tech company such as the software IT industry. Traditional manufacturing and service industries can all use this as the basic way of thinking. China's over-years of cmme boom in the software industry has led to the release of CMMs in the software industry.
It has been widely recognized, especially in terms of software project management. cmme has gradually become a de facto standard in the industry. In the emerging business process outsourcing field, cmme has naturally become a technical means for enterprises to manage projects.
However, cmme-style thinking is beyond its tactical application, but is embodied in a strategic realm, that is, the cmme-style thinking method runs through all aspects of the company, driven by Process Improvement
Exhibition.

CMMS is rooted in the company's leadership. Public
The senior management of the company will never stop expressing verbal commitment to process improvement and the determination to implement it. Instead, it will reflect the true determination in providing sufficient resources and long-term investment for improvement, and never give up halfway due to temporary setbacks. Here
In a company like this, we often see senior management assess managers at all levels based on the results of process improvement, and even hook up with their income; we often see that the backbone of the process improvement has a smooth communication channel to report the process to the senior management.
Improvement achievements and problems, and strong support from the top management; we can also see that active supporters and participants of process improvement can enter the field of view of senior managers, and can be rewarded and promoted.

Cmme thinking means a reasonable improvement goal. Pass
Although process improvement requires passion and ambition, the goal that is separated from reality is also a huge risk of process improvement. When the lofty sentiments at the early stage of improvement become an unattainable vain goal, the power of change is often transformed into resistance.
Cmme-type thinking is a rational way of thinking. It is the difficulty of understanding the habitual practices of change and the persistence of systematic process work. Here, the way of thinking in CMMS is not a result of a very short period of time.
The maturity level goal focuses on achieving measurable improvement results. CMMS does not regard CMMS as a panacea for all diseases, but implements specific improvement goals step by step.

Cmme-style thinking regards process improvement tasks as important and reasonable task priorities. Item
The Group understands that they must allocate the necessary time in their work for process improvement and will not treat these activities as unnecessary burdens. Here, we often see tasks related to process improvement in projects related to projects or services.
"Real tasks" are treated similarly. There are planning, monitoring, Responsibility Assignment, clear work products, and reviews of work products. We often see that the priorities of these tasks are differentiated by workload measurement, measured Data
It is an effective reference for subsequent tasks.

Cmme-style thinking believes that process improvement requires a strong skill
The company believes that the backbone of the process improvement should not only have a deep understanding of the cmme model, but also have sufficient technical and business experience and accurate understanding. Only in this way can we develop valuable process improvements and
The system is optimized to become the engine for the company's growth. The company also believes that the backbone that leads the process improvement still needs high prestige and good communication skills. Only in this way can we lead the company to overcome the resistance and habit of improvement.
The inertia produced by the process improvement is condensed into the company's blood.

In short, the model of cmme-based thinking tells us that cmme-based thinking represents the long-term business objectives and return on investment of an enterprise. It follows a step-by-step approach and a path of continuous improvement, what we get is the effect of accumulation.

From: Zhao Yue, consultant scientist and director of China at Carnegie Mellon University