If a company decides for a re-engineering, the goals have to lead to acceptable decision results: for the Board, the members/employees and mainly for the (new) customers.
When starting all over, defining and implementing new processes, for production, logistics and handling, one of the main focusses is the error prevention. Nothing sums up more than an early error in any process, which wasn´t discovered.
It´s most likely that every company aims for clear processes and procedures which are defined and structured in a flow chart. The most efficient flow chart shows little decisions. The more YES and NO reactions it shows, the more mistakes can and/or will happen.
Decision making is a competence. The less every employee needs to decide in a process, the more competent they are (or: should be). Think it over: the more people have to decide (often –>> fast!) the more mistakes may happen. The less people have to decide, the more competent they are.
This is correct for production, service and communication! The acceptable decision result is the one which aims long-termly. A Board has to take a deeper look at it:
- isolate the relevant processes from each other
- analyse potential mistakes which may happen >> do a brainstorming with all concerned people (!) and group the risk factors:
- how bad are the mistakes´ consequences?
- how likely is it to happen?
- how likely is it to discover?
- how can we avoid it?
- how can we correct it?
3. set up a matrix with certain criteria and its evaluation (1 – 10), and also consider the error meaning for the customer: weight the error meaning for the customer!
It´s what every company has to take care of: ASK yourself how strong the meaning of a potential error is for the customer! The indicator will decide how clear each process has to be defined.
This is a short insight of how to handle an analysis of error! It helps companies during a rough re-engineering phase as much as for any improvement process. I get back to this topic with expamples in my following blog-posts …..
BE A DECISION MAKER. BE OUTSTANDING.
rita jaskolla – Leadership Architect –