Over the last 36 months, we have grappled with the question of why some dealerships , with known difficulties in reconsitioning, stil hang on to their old processes. Two reasons keep popping up: fear of risk of "rocking the boat," and the idea that "everything is under control."
"Continuous process improvement" is defined as a system approach to improving workflow in an organization.
After multiple attempors to "fix" recon by using a new and improved spredsheet, whiteboard, routing tag or endless other ideas by dealer management, there is a perception that any other new attempt will not succeed. And blidly, the UCM, recon and service manager dont want to risk upsetting whet they beleive already is working, and clearly they feel they have everything under control. Sound familar? For them, change is only mandated when recon performance has reached a breaking point.
"Continuous process improvement" is defined as a system approach to improving workflow in an organization. The process uncovers problems without finger pointing, determines ways to fix them and then monitors the outcomes. It is, simply, a game changer. Measurement and evaluation is part of the process, which may provide both monetary and non-monetary rewards.
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