Given today’s economic conditions, many organizations are not satisfied with their current performance. A lot of companies find themselves in survival mode, and some are closing their doors. It seems now more than ever we have more compelling reasons to initiate change, accelerate improvements and position our organizations for growth.

With hundreds of improvement tools available, many leaders struggle to figure out which will work best, and when to use each. Often, organizations pick a tool and run with it, only to find they do not achieve the desired results. So, how do you and your employees decide which is the right tool and when it’s the right time to use it? A few basic questions will help guide you to success.

How much improvement capacity exists in my organization, and how well am I tapping into it?

In order to get the most out of improvement tools, we must understand where we want to go, and what we want to accomplish. Evaluate tool options and the improvement process with the end result in mind. Create measurable objectives and an implementation time frame. Don’t start using improvement tools until you’ve checked the capacity for improvement and know how you’re going to maximize output.

At times, it’s obvious which tools will work to improve our organization. We “get the ball rolling,” yet the results just don’t happen fast enough. This is generally a timing issue. The best time to employ a tool is when it can be applied with momentum. When your employees can make improvements quickly, results are more visible. As the team witnesses success, they increase their own capacity and spend even more time on improvements. Teaching leadership skills to enable your executives and managers to better tap into everyone’s ideas can produce faster and better results. This inclusive approach can more than double the number of improvements.

What expertise does my organization have to advance performance?

Your employees are experts at what they do, but not necessarily experts at organizational improvement. Most people are clueless about the best tool or tools for building better operational processes, and tool selection is crucial.

Often, improvement tools are selected without the necessary consideration, only to yield insufficient results. Sometimes the most familiar option is chosen. Other times it is simply a guess. Either way, the decision is made with limited expertise and often with a lack of forethought. This is a common and critical mistake.

Successful improvement initiatives require a thorough understanding of the current circumstances and knowledge about the best available tools. An auto mechanic uses particular tools to fix a specific problem. The mechanic knows better than to just randomly pick a tool, start using it and see if it will fix the problem. Similarly, the right tools for business improvement have to effectively and efficiently address the task at hand.

Find the individuals within your organization who have the expertise to lead improvement initiatives. They need to be able to tap into employees, learn the problems or current circumstances, and effectively employ the right improvement tools. Supplement these resources with outside experts as necessary. Don’t just leave tool selection, and ultimately improvement gains to chance.

What improvement infrastructure exists to allow my organization to adjust more quickly to new circumstances?

The true challenge is not so much for the company to identify the right tools at the right time; it is getting employees to pick the right tools at the right time.

Good communication is critical to ensure that everyone, at every level of the organization, contributes to the fullest. Front line employees, for example, have great insights on improvement needs and possible solutions. An effective communication structure helps to ensure employees are systematically involved and accommodating the important needs based on the current circumstances.

Sufficient guidance leads to greater and more consistent successes. Teach employees to use improvement tools. Give them a simple and standardized system to work within, so that they can match it with the current circumstances. The more employees are picking the tools, the more often it will be the right one at the right time.

Sustainable improvements require a widespread, holistic approach. Executives focus on growing the organization and engaging management in the strategy and growth initiatives. The Management team concentrates on improving the organization and engaging the front line employees in improvement ideas and actions. And front-line employees are responsible for consistently and effectively delivering solutions that meet the customers’ day-in and day-out needs.