3. Chapter 2.
Do the workers know what they need to be doing?
The answer to this can be quite surprising sometimes. Even in
small companies people have a tendency to assume that
everyone knows what to do. In my experience, ten to thirty
percent of workers do not know completely what they need to be
doing . So let’s make sure of three things relative to this topic.
One, do the workers have clear direction as to what is expected
from them, when its expected, and all the little details that go
into the finished product. If direction has not been given
verbally, in writing and with examples of what it looks like when
done wrong then you have failed this step.
Two, is the direction clearly given to all workers equally? Have you
taken the time with each one or as group to make sure
everyone knows what to do?
Three, are all the workers responding to the direction in the same
way.
4. Example Success Story-
Bob wants his widget makers to produce six widgets, have them inspected, and
shipped to Company B. He supplies the team leaders written direction, a
verbal lineup, explains what failure looks like, and posts the direction on the
wall outside his office.
Bob goes to the leader of the widget production team and asks to sit in on the
morning meeting where the job assignment will be handed to the workers.
In the meeting, he watches the leader go over an assignment sheet that calls
out what, where, who, and why will be doing the widget builds. He goes
over the previous modes of failure so the team knows what not to do and
what to look for in their inspection. At the end of the meeting the leader
reiterates what is to be done, posts the line-up sheet so everyone can see it
and releases the team to go about their business. As Bob leaves the area
he sees the leader going around making sure the work area is clean and
giving his workers time to ask questions.
Bob then goes to the inspection area to make sure they have their assignment
well in hand. He finds the Inspection leader and asks her if the team will be
ready to inspect the widgets as they are completed. The leader shows him
his lineup sheet that is posted on the wall, takes him to the inspector who is
gathering his equipment and inspection data. The inspector indicates he
knows what is coming, how many, how to inspect them and how to get them
to shipping.
Bob then goes to shipping. He finds the shipping leader in her morning team
meeting. Bob is pleased to see the written lineup sheet in her hand,
hearing the verbal directions, and the reminder of what went wrong
previously.
Bob went back to his office knowing all was well.
5. Chapter 3.
Does each project have a plan?
All projects start with a plan. Those plans
should include a Statement Of Work
(SOW) page, an Open Issues List,
timelines, copies of Purchase Orders,
copies of relevant correspondence, and
lastly a copy of the initial line-up sheet
from the leader.
6. Example Success Story-
Bob’s company had gone through a tough time several years ago.
Managing programs seemed to be out of their company’s ability to control.
They had made some changes with outside help and Bob felt confident that
this aspect of his process should be improving. He requested an update on
all the programs to see if the training had taken hold and that the programs
all had plans and were on time. The leader met him in a conference room
with a stack of files and a smile. They went though the programs one at a
time. The files all started with a Statement Of Work (SOW) page and were
followed by, an Open Issues List, timelines, copies of Purchase Orders,
copies of relevant correspondence, and lastly a copy of the initial line-up
sheet from the leader. All the programs were performing well and he walked
away from the meeting feeling confident that his company’s programs were
being managed properly.
7. If you have any questions or comments feel free to contact me at my email listed below.
Thank You:
Tom Turner - Owner T and T LLC.
Website- TomTurner.BIZ
