Things go wrong. You get upset. People get reprimanded. And then it happens all over again - either the same problem or a different problem. This comes up in CEBI meetings all the time. Why is that?
You have business processes. I hope they're documented and people refer to them, at least occasionally. If that's not the case, you have a problem that we'll cover in another article.
Even with documented business processes, something goes wrong. That's a business process failure. What separates great organizations from good organizations is their response to a business process failure.
Many good organizations, after the reprimand, say something like, "Don't let that happen again." And then, of course it does. That's due to a lack of an important business process of its own -- the process of responding to a process failure. Here's a rough outline of what should happen in the case of a process failure:
- It's documented -- there's actually a written report of what happened. This can be a simple template on a shared drive or knowledge base, and the process failure reports can be saved in a similar location.
- It's analyzed to its root cause. This is not a toss-off answer, like "Failed to follow the process." The Japanese say, "Ask WHY five times." For example:
- Order got shipped to the wrong customer
- Why?
- Jack wasn't here, and Jim did the shipping
- Why was that a problem?
- Jim doesn't know the shipping process
- Why?
- He hasn't been trained
- Why?
- He's not Jack's backup for shipping
- Who is?
- Actually, it was John, who quit last month, and we didn't train anyone else
- So what's the root cause of this problem?
- We don't have a clear-cut list of backup people for critical business processes like shipping
- Once the real root cause is identified, then the important final step kicks in -- Corrective Action. The corrective action can take a lot of forms, such as:
- Creation of a checklist that doesn't exist
- Posting of a checklist that didn't get run in a place it's easy to find
- A process improvement to an established business process that broke
- Creation of a new business process to replace an informal handoff of knowledge
- Implement and test the Corrective Action. Make sure it works, and make sure everyone who's supposed to be trained in the new process actually is.
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Terry Weaver
Chief Executive Boards International
http://www.chiefexecutiveboards.com/
TerryWeaver@ChiefExecutiveBoards.comhttp://www.chiefexecutiveboards.com/
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