Companies strive to improve productivity, competitiveness
Process improvements had a positive impact on customer service/support functions in 52 percent of NGA firms. Forty-two percent of NGA members cite positive impacts on purchasing, 40 percent on administration, and 33 percent in sales and marketing. Manufacturing surprisingly is an area showing little change from process improvements; 8 percent of members cite positive improvement.
Are improvement strategies/best practices important? Consider that in general 9 percent of members say they have made “no progress” toward high performance, while at the other end of the spectrum 52.9 percent have made “significant progress” or “fully achieved” high performance. Of those members that have not widely deployed any improvement practices, 21 percent have made “no progress” toward high performance and just 25 percent have made “significant progress” toward high performance; none have “fully achieved” high performance. On the other hand, approximately 44 percent of members have widely deployed two or more improvement methods and practices; of this group, not a single firm reports “no progress” toward high performance, and 79 percent report that they have made significant progress or fully achieved high performance with 8 percent reporting fully achieved.
Which type of NGA member are you?
The author is vice president of Association Services at the NGA, email@example.com.