Remove Operations Remove Root Cause Analysis Remove System Remove Training
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Are These Systems Serving or Subverting Organization Results?

The Practical Leader

As I wrote about the accountability mess , a good person in a bad system or process sets that them up for failure — and blame. “The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. These core systems either boost or block performance.

System 52
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Untangling the Accountability, Systems, and Process Management Knot

The Practical Leader

Often good performers are put into bad processes within systems that subvert rather than support them. “The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. Weak training, ineffective approaches/templates. Accountability is a mess in many organizations.

Process 52
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At the Crossroads: Piecemeal Programs or Culture Change?

The Practical Leader

Many put those good intentions into mission statements, strategic plans, training, and rebranding. Fad surfing in the C-suite often leads to dunking trainees in the training tank , slogans, improvement projects, marketing campaigns, motivational programs, educational fix-them efforts, etc. This is often magical thinking.

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“Nailed it.” A lesson in overcoming project complexity

Deming Institute

The project had been operational for a few months when I joined so the foundation had already been poured. At one point, I suggested that we revisit our project governance – the operational guide, how it was implemented, and whether the team followed it – but this was a mature team and the general consensus was that everyone knew what to do.

Project 28
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Applying a Model for Small Business Continual Improvement

Deming Institute

Applying SMED, the theoretical sessions would act as the external activities that operators have to perform before a changeover, and actually implementing them in a running business would be the internal ones. Deming System of Profound knowledge. Root cause analysis. 5) Constantly and forever improve the system.

Deming 28