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Implementation is defined as a specified set of activities designed to put into practice an activity or program of known dimensions. [1] According to this definition, implementation processes are purposeful and are described in sufficient detail such that independent observers can detect the presence and strength of the "specific set of activities" related to implementation.
Bretschneider also stresses the fact that in order for something to be considered a "best practice" it must be arrived at through a comparative process between methodologies. In order for a "best practice" to be valid, it must take into account all relevant approaches, since neglecting to do so would lead to inappropriate usage of the term "best."
Other synonyms for effectiveness include: clout, capability, success, weight, performance. [13] Antonyms for effectiveness include: uselessness, ineffectiveness. [13] Simply stated, effective means achieving an effect, and efficient means getting a task or job done it with little waste.
As mentioned previously, a slow implementation with small steps usually has a positive influence on engaging the management resulting in a better implementation performance. Implementation evaluation can have a positive influence on future implementation performance, increasing engagement using past successes or based on lessons learned.
However, given the common practice in Japan of labeling industrial or business improvement techniques with the word kaizen, particularly the practices spearheaded by Toyota, the word kaizen in English is typically applied to measures for implementing continuous improvement, especially those with a "Japanese philosophy". The discussion below ...
An implementation intention is a self-regulatory strategy in the form of if-then-plans that can lead to better goal attainment, as well as create useful habits and modify problematic behaviors. It is subordinate to goal intentions as it specifies the when, where and how portions of goal-directed behavior.
Convincing every affected group within the organization of the need for BPR is a key step in successfully implementing a process. By informing all affected groups at every stage, and emphasizing the positive end results of the re engineering process, it is possible to minimize resistance to change and increase the odds for success.
The purpose of this step is to identify, test and implement a solution to the problem, either in part or as a whole depending on the situation. Identify creative solutions to eliminate the key root causes in order to fix and prevent process problems. One can use brainstorming or techniques like six thinking hats and random word.