Remove Marketing Remove Operations Remove Root Cause Analysis Remove Training
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Untangling the Accountability, Systems, and Process Management Knot

The Practical Leader

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. This showed that roughly 85% of the time the failure is caused by the system, processes, structure, or practices of the organization. Weak training, ineffective approaches/templates.

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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Are These Systems Serving or Subverting Organization Results?

The Practical Leader

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. About 85% of the time the fault is caused by the system, processes, structure, or practices of the organization. What’s Your OS (Operating System): Is Technology Supporting or Controlling?

System 52
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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. Root cause analysis. Marketing mix. 6 Sigma Statistical tools to analyze Market data BCG matrix.

Deming 28