Responsibility charting (RACI) is a technique used to clarify roles and responsibilities for activities and decisions within a process. It involves identifying the key activities and decisions, and then defining the participation of roles as either Responsible, Accountable, Consulted, or Informed. This provides clarity around individual responsibilities and accountability, reduces duplication of work, and improves communication and teamwork. The RACI process involves developing responsibility charts through workshops, documenting and communicating the charts, and follow up to ensure the defined roles are being followed. Benefits include increased productivity, reduced errors, streamlined structures, and better planning and training.
A RACI matrix describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes and is ideal for 6Sigma Business Improvement Projects.
How to do a RACI Workshop - Charting and Analysis1STOUTSOURCE LTD
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The RACI Workshop is an event where an organization works together to solve conflicts and uncertainties in their organisation. It helps resolve conflicts in who is doing what and discovers and then you can eliminate wool-gatherers and hangers on.
A RACI matrix describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes and is ideal for 6Sigma Business Improvement Projects.
How to do a RACI Workshop - Charting and Analysis1STOUTSOURCE LTD
Â
The RACI Workshop is an event where an organization works together to solve conflicts and uncertainties in their organisation. It helps resolve conflicts in who is doing what and discovers and then you can eliminate wool-gatherers and hangers on.
>>https://workexcel.convertri.com/see-all-14-skills
Even more details on New Supervisor Training: https://workexcel.convertri.com/14-vital-skills-for-supervisors -
This New Supervisor Training PowerPoint helps new supervisors or seasoned supervisors who need additional help to lead employees better, reduce risk to the organization, reduce their stress, and accelerate their skills to improve productivity, reduce conflicts, reduce grievances, and increase workplace harmony. It's all about relationships with supervisors....and it's all about leadership in those relationships, but you can't count on supervisory staff knowing what to say, how to say it, what to do, and how to do it. This program does that. It is stuffed with a zillion tips and we cut out all the fluff. You get all meat and potatoes, now hot air. We created this program to take any supervisor and in two hours pack their brain with skills and abilities like a sardine can---and then leave them with the ability to return to it 24 hours a day to get the answer to supervisory questions the need answered right now. This new supervisor training program goes the extra mail. It covers observing performance, documenting, confronting, communicating properly with upper management, reducing risk of violence in the workplace, doing investigations properly, praising and inspiring employees, and much more. Enjoy this skill #8 and feel free to remove the tags in it or edit the content to suit your purposes. New Supervisor Training PowerPoint help is now easily done. Please contact us if we can help you in anyway. Many other new supervisor training programs and courses are available. One of the most overlooked groups, with regards to training, is old supervisors. There are many new supervisor training programs, but few for seasoned supervisors. This can be a real disadvantage for a business and also for the experienced supervisor. The business world is constantly changing and everyone old and new needs to keep up with their training. Sections of new supervisor training may be totally new to even a seasoned supervisor and they can benefit by learning these new skills. Technology has made so many improvements in how we work and how we supervise that it is imperative that all supervisors are trained in these techniques. Laws and regulations are also constantly changing and sometimes old supervisors get lost in the past and training can help to bring them up to speed with the way laws and regulations are today. But nothing is more important the communication and relationship skills. These soft skills or rather a lack of them are what increase risk to organizations. With this new set of training courses both new supervisors and older supervisors will become champions of productivity.
Harnessing The Power of 5S and Visual Management with GoLeanSixSigma.comGoLeanSixSigma.com
Â
Watch this free 1-hour webinar, and youâll learn how to use powerful visual management tools to promote positive change in your organization.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-harness-power-5s-visual-management/
Performance review training for managersHelen Joseph
Â
Great managers arenât born; theyâre made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
Simple steps how to define competencies you need to support your organization strategies and the simple steps to design and develop performance-based instructions if the solution requires for it.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFeÂŽ), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFeÂŽ). Find the truth behind the often cited sentence âAs Scrum is to the Agile team, SAFeÂŽ is to the Agile enterprise.â
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a âgemba walk,â a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jimâs essays on visiting companies implementing lean management, or post a question to learn more.
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Â
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, itâs arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
⢠The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
⢠The vital role coaching plays in building organization-wide problem solving capabilities.
⢠How to break the âtellingâ habit that disrespects a workerâs creative potential.
⢠How to systematically build coaching capabilities to accelerate learning.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
Â
Recorded webinar: http://slidesha.re/1jKwkjg
Subscribe: http://www.ksmartin.com/subscribe
Karenâs Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
How to achieve 'Flow' in your delivery pipeline.
This was an 'Ignite' session at DevOpsDaysDC 2018. Ignite sessions are 5 minutes long with 20 slides auto-advancing every 15 seconds.
RACI Overcoming Barriers to growth session 2Michael Carew
Â
This series of presentation was developed for a group presentation and takes the viewer through the logical steps of strategic planning and implementation
>>https://workexcel.convertri.com/see-all-14-skills
Even more details on New Supervisor Training: https://workexcel.convertri.com/14-vital-skills-for-supervisors -
This New Supervisor Training PowerPoint helps new supervisors or seasoned supervisors who need additional help to lead employees better, reduce risk to the organization, reduce their stress, and accelerate their skills to improve productivity, reduce conflicts, reduce grievances, and increase workplace harmony. It's all about relationships with supervisors....and it's all about leadership in those relationships, but you can't count on supervisory staff knowing what to say, how to say it, what to do, and how to do it. This program does that. It is stuffed with a zillion tips and we cut out all the fluff. You get all meat and potatoes, now hot air. We created this program to take any supervisor and in two hours pack their brain with skills and abilities like a sardine can---and then leave them with the ability to return to it 24 hours a day to get the answer to supervisory questions the need answered right now. This new supervisor training program goes the extra mail. It covers observing performance, documenting, confronting, communicating properly with upper management, reducing risk of violence in the workplace, doing investigations properly, praising and inspiring employees, and much more. Enjoy this skill #8 and feel free to remove the tags in it or edit the content to suit your purposes. New Supervisor Training PowerPoint help is now easily done. Please contact us if we can help you in anyway. Many other new supervisor training programs and courses are available. One of the most overlooked groups, with regards to training, is old supervisors. There are many new supervisor training programs, but few for seasoned supervisors. This can be a real disadvantage for a business and also for the experienced supervisor. The business world is constantly changing and everyone old and new needs to keep up with their training. Sections of new supervisor training may be totally new to even a seasoned supervisor and they can benefit by learning these new skills. Technology has made so many improvements in how we work and how we supervise that it is imperative that all supervisors are trained in these techniques. Laws and regulations are also constantly changing and sometimes old supervisors get lost in the past and training can help to bring them up to speed with the way laws and regulations are today. But nothing is more important the communication and relationship skills. These soft skills or rather a lack of them are what increase risk to organizations. With this new set of training courses both new supervisors and older supervisors will become champions of productivity.
Harnessing The Power of 5S and Visual Management with GoLeanSixSigma.comGoLeanSixSigma.com
Â
Watch this free 1-hour webinar, and youâll learn how to use powerful visual management tools to promote positive change in your organization.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-harness-power-5s-visual-management/
Performance review training for managersHelen Joseph
Â
Great managers arenât born; theyâre made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
Simple steps how to define competencies you need to support your organization strategies and the simple steps to design and develop performance-based instructions if the solution requires for it.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFeÂŽ), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFeÂŽ). Find the truth behind the often cited sentence âAs Scrum is to the Agile team, SAFeÂŽ is to the Agile enterprise.â
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a âgemba walk,â a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jimâs essays on visiting companies implementing lean management, or post a question to learn more.
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Â
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, itâs arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
⢠The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
⢠The vital role coaching plays in building organization-wide problem solving capabilities.
⢠How to break the âtellingâ habit that disrespects a workerâs creative potential.
⢠How to systematically build coaching capabilities to accelerate learning.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
Â
Recorded webinar: http://slidesha.re/1jKwkjg
Subscribe: http://www.ksmartin.com/subscribe
Karenâs Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
How to achieve 'Flow' in your delivery pipeline.
This was an 'Ignite' session at DevOpsDaysDC 2018. Ignite sessions are 5 minutes long with 20 slides auto-advancing every 15 seconds.
RACI Overcoming Barriers to growth session 2Michael Carew
Â
This series of presentation was developed for a group presentation and takes the viewer through the logical steps of strategic planning and implementation
Try this example, Maintenance Planning RACI Chart for assigning roles and responsibilities. You can use this template for any function in your organization.
Strengthen Internal Communication @ your OrganisationBasudev Saha
Â
Pickcel helps organization to strengthen their internal communication for effective employee engagement.
Successful internal communications is vital to business and every organisation needs a means for directly connecting with employees. With ever growing email clutter, organisations finding it increasingly difficult to capture employee attention and engage them.
Using Pickcel cloud technology Organisations can setup in house TV network to disseminate information effectively(Refer attached deck for details). The solution is cost effective and can be deployed without any complex IT installation.
Raci casing spacers are widely used all over the world In water, oil and gas businesses in order to separate the carrier pipeline from the casing and the Raci casing spacers isolate water, sewer and gas pipelines from casing simply and effectively. They are also used in refineries where double containment pipe is requested for safety reasons.
Raci spacer on YouTube video:
http://bit.ly/1wJ8O0c
http://bit.ly/1Bqv51j
RACI Overcoming Barriers to growth session 3Michael Carew
Â
This series of presentation was developed for a group presentation and takes the viewer through the logical steps of strategic planning and implementation
Agile at Enterprise Scale: The Tricky BitsBernie Maloney
Â
Agile thrives with individual teams, yet even Ken Schwaber asserts 75% of organizations using scrum won't succeed in getting the benefits they hope for from it. Many such organizations have been structured by default along hierarchical lines, rather than by design for iterative work. A set of established and emerging ideas to address organizational impediments point to a future where Agile introductions Go Big, rather than Go Home.
HR Performance Management Tools for Employee Engagement: RACIgreat-with-talent
Â
This slideshow offers one of great{with}talent's most useful HR performance management tools: RACI. It's helpful for decreasing duplication of work, clarifying roles and building teamwork. Staff can understand their role and other's better, increasing employee engagement and saving resources.
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Essay PROJECT PLANNING AND EVALUATION
PROJECT PLANNING AND EVALUATION
(under the Guidance and Supervision of Prof. Limuel C. Cirineo, Ed.D)
I. INTRODUCTION:
Before anyone is going to do something, there is nothing as sensible as planning. A plan as we know is something thought about and chalked out in advance before the real action takes place and is actually a recipe for success. But then, the word plan does not need much of a definition. It has been used so much that it has become quite hackneyed. So, we all know what it means, but how many of us really resort to planning before we start a course of action. I m not referring to a mental picture that we chart out in our minds that is in one word, vague. I mean a real plan in black and white, that is, put down on a...show more content...This step by step process highlights each feasible step in the project management cycle. By appropriately incorporating each step of the model into the planning stage, managers can effectively forecast the deliverables and avoid losing value through accurately assessing the margins that will be produced in a given strategic initiative. The control cycle is an important part of quality control, and it not only verifies the delivery of good quality but also identifies gaps and failures that need to be addressed. Ultimately, it is a process that continuously evolves within the production process. In this phase, which is the third, I ve learned four important steps: PLAN, DO, CHECK and ACT.
4. EVALUATION AND REFINEMENT (reported by: Ms. Bernarda T. Cudal)
Having experience as a Maintenance Manager and Maintenance Consultant I wrote this article. The one Maintenance Manager that inspired me the most was Rick Mullen, former Engineering and Maintenance Manager at Anheuser Busch, who by far the #1 Maintenance Manager I ever met.
What does a "Day in the Life of a Proactive Maintenance Planner" look like. This article was writen based on my experience at Alcoa Mt Holly (Certified as World Class Maintenance).
Having worked with companies all over the world I decided to write this article based on my experience as a Maintenance Advisor and a Maintenance Leader.
How to know if your maintenance planning and scheduling is not effectiveRicky Smith CMRP, CMRT
Â
Many times companies have Maintenance Planning and Scheduling however it is not effective as they like it to be. This article helps anyone who is struggling the Planning and Scheduling with a few ideas.
If you have questions email me at rsmith@worldclassmaintenance.org
Ever wondered what a "Day in the Life of a Proactive Maintenance Supervisor". Checkout this article and see how it matching where you are. If you have questions send Ricky an email to rsmith@worldclassmaintenance.org
A proactive maintenance technician is a highly trained professional who is an expert in his or her skills area, has knowledge of other skills areas, including safety and production, and has a desire to learn more. This professional knows and can
implement a failure-modes driven maintenance strategy for any piece of equipment.
A proactive maintenance technician uses knowledge and experience to ensure the maintenance process is optimized by making constructive recommendations to
management concerning improvement areas.
To ensure success, a proactive maintenance technician is proactive in everything he or she does. This person constantly reviews information to ensure procedures are accurate and issues are resolved quickly and does what is required to ensure the work is repeatable. Such a professional leads by example and takes responsibility for training new employees on how to be a proactive and effective maintenance technician.
The objective of the Parts Checkout process to ensure the right part is in stock when required by Maintenance / Operations to provide Production with Reliable Assets.
> Parts / Material Checkout Guiding Principles:
â˘All parts/material used for an asset will be charge to the asset via a Work Order
â˘No blanket work orders â blanket work orders lead to lack of failure information due to failure threads of like parts/material
â˘Overnight ordering of parts is an exception and not the general rule
â˘The Materials Management Process will be managed with Leading and Lagging KPIs
... and so much more
Best Maintenance Lubrication Practices are essential to
optimal life for ball and rolling element bearings.
There are four factors that are important when
lubricating bearings:
1. What type of lubrication?
2. How much lubrication?
3. How frequently should lubrication be applied?
4. How should the lubrication be applied to ensure
contamination control?
... and so much more covered on this document
Maintenance Planning and Scheduling is critical to success of any Maintenance Organization resulting in a significant increase in Wrench-time (Hands on Tool Time). Planning and Scheduling are two distinct functions which are dependent on each other.
Top 7 Reasons why Maintenance Work Orders are Closed Out AccuratelyRicky Smith CMRP, CMRT
Â
Closing out work orders accurately is critical for leadership to make the âright decisions at the right time with accurate dataâ and it can only occur if work orders are âClosed with the Right Information/Dataâ.
If metrics and Key Performance Indicators are so important where are people pulling the data from without their work orders having the right data on them when they are closed into that dark hole called the CMMS or EAM.
Without good data you are lost and probably are making decisions based on passion and not facts.
Very few organizations pay attention to hydraulic leaks and how they can impact production capacity, asset reliability, and reactivity when a mitigation strategy is in place.
This Tool Box Talk may help you take that next step.
Most companies spend a lot of money training their maintenance personnel to troubleshoot a hydraulic system.
If we focused on preventing system failure then we could spend less time and money on troubleshooting a hydraulic system. We normally except hydraulic system failure rather than deciding not to except hydraulic failure as the norm. Letâs spend the time and money to eliminate hydraulic failure rather than preparing for failure.
Preventive Maintenance - Actions performed on a time- or machine-run-based schedule that detect, preclude, or mitigate degradation of a component or system with the aim of sustaining or extending its useful life through controlling degradation to an acceptable level. (Definition Source: SMRP Best Practices)
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
âA Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillionâ
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
Much has been written about lean manufacturing and the lean enterpriseâenough that nearly all readers are familiar with the concepts as well as the phrases themselves. But what about lean maintenance?
Is it merely a subset of lean manufacturing? Is it a natural fall-in-behind spinoff result of adopting lean manufacturing practices?
Much to the chagrin of many manufacturing companies, whose attempts at implementing lean practices have failed ignominiously, lean maintenance is neither a subset nor a spinoff of lean manufacturing. It is instead a prerequisite for success as a lean manufacturer. This article will explain why.
Every wondered what the life of a Proactive Maintenance Technician looks like. This article was written based on my experience as a Proactive Maintenance Technician.
2. What Is RACI ?
Responsibility Charting
Is a technique for identifying functional areas, key activities, and
decision points where ambiguities exist; differences can be
brought into the open and resolved through team effort.
The approach enables management to actively participate in the
process of systematically describing activities, decisions that have
to be accomplished, and to clarify the responsibility that each
plays in relation to those activities and decisions.
2
3. Objectives/Benefits
⢠Assist natural work teams in charting roles and responsibilities
in a consistent manner
⢠Assist natural work teams with development of implementation
tool kits
⢠Clarify individual/departmental roles and responsibilities
⢠Identify accountabilities
⢠Eliminate misunderstandings, encourage teamwork
⢠Reduce duplication of effort
⢠Establish âconsultsâ and âinformsâ resulting in better
communication
3
4. Critical Issue Summary
Opportunity
Roles and Responsibilities ⢠To better understand
⢠To improve communications
Accountability ⢠To clarify
Responsibilities ⢠To identify authority
Job responsibility ⢠To empower employees with
authority to do it
Role of middle manager ⢠To bring up to speed with
organization structure
Approval ⢠To reduce uncertainty of
multiple reporting
4
5. Guidelines
⢠Remember new culture philosophy when defining roles and
responsibilities
! Eliminate âcheckers checking checkersâ
! Encourage teamwork
! 100% accuracy not always required
⢠Place accountability (A) and responsibility (R) at the level closest to the
action or knowledge
⢠There can be only one accountability per activity
⢠Authority must accompany accountability
⢠Minimize the number of consultants (C) and informs (I)
⢠All roles and responsibilities must be documented and communicated
5
6. RACI Stands for:
âAâ Accountable âThe buck stops hereâ
âRâ Responsible âThe doerâ
âCâ Consult âIn the loopâ
âIâ Inform âKeep in the pictureâ
6
7. Codes
Accountable Position with yes/no authority
Responsible Position working on the activity
Consult Position involved prior to decision
or action
Inform Position that needs to know of the
decision or action
7
8. RACI Defined
Accountability The individual who is ultimately responsible. Includes
yes or no authority and veto power. Only one âAâ can
âAâ be assigned to a function.
Responsibility The individual(s) who actually completes the task, the
doer. This person is responsible for
âRâ action/implementation. Responsibility can be shared.
The degree of responsibility is determined by the
individual with the âAâ.
Consult The individual(s) to be consulted prior to a final decision
or action. This incorporates two-way communication.
âCâ
Inform The individual(s) who needs to be informed after a
decision or action is taken. This incorporates one-way
âIâ communication.
8
9. Process Steps
Responsibility charting is completed in a six step process:
1. Introductory meetings are conducted to inform key management of the
purpose and requirements of the process
2. Decision and function lists are developed, analyzed and collated into a master
function list.
3. Responsibility workshops are conducted to agree upon function definitions
and to assign codes that describe the type of participation each role will have
toward each function. The output is a responsibility chart.
4. The responsibility charts are documented and reproduced to distribute to all
participants and interfacing organizations.
5. The communication and reinforcement of the new role definitions are
accomplished through meetings with all individuals and departments
involved.
6. Follow-up is conducted to ensure that relationships defined in the process are
being adhered to and to encourage participants to live the roles.
9
10. The Output Matrix
Roles of Participants
Decisions Type or degree of
or participation
Activities
10
11. RACI Charting
Roles and Responsibilities Analysis
Business Functional Roles
Processes
R A C I C
A R R C C I I
Decisions / C R C C R A
Functions /
Activities C A R R
I C R A C R
I C R A C
11
12. Activity Or Decision List Guidelines
1. Avoid obvious or generic activities, for example, âattend meetingsâ
2. Each activity or decision should begin with a good action verb.
Examples:
evaluate schedule write record determine
operate monitor prepare update collect
approve conduct develop inspect train
publish report review authorize decide
3. When the action verb implies a judgement or a decision (for example,
evaluate, monitor, inspect review), add a phrase to indicate the primary
outcome. Examples:
âMonitor phone service handling of customer requests to identify training
needsâ
âAnalyze data to locate source of delayâ
4. Activities or decisions should be short, concise and apply to a role or
need, not to a specific person.
12
13. Definitions
Functional Roles
Decisions /
A position assigned or assumed to
Functions /
accomplish an activity or sub-activity
Activities
An action
R A C I C
that is one A R R C C I I
of several
sequential C R C C R A
steps in the
completion C A R R
of a
business
I C R A C R
process I C R A C
13
14. RACI Chart Example
Functional Roles
Employee Secretary Supervisor Region
Decisions / Functions Accounting
1. Document expenses AR
2. Complete expense form AR C
3. Forward to supervisor A R
4. Review C AR
5. Approve I AR
6. Forward to Region R A
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15. Chart Analysis And Review
Vertical Analysis
Functional Roles
R A C I C
A R C C I I
C R C C R A
C A R R
I R A C R
C R A C
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16. Vertical Analysis
If You Find: Then Ask:
Can or need the individual(s) stay on top of so much? Can the
Lots of Râs decision/activity be broken into smaller, more manageable functions?
Does the individual(s) need to be involved in so many activities? Are they
No empty spaces a âgatekeeperâ or could management by exception principles be used?
Can Câs be reduced Iâs, or left to the individualâs discretion when
something needs particular attention?
No Râs or Aâs Should this functional role be eliminated? Have processes changed to a
point where resources should be re-utilized?
Too many Aâs Does a proper âsegregation of dutiesâ exist? Should other groups be
accountable for some of these activities to ensure checks and balances
and accurate decision making throughout the process? Is this a
âbottleneckâ in the processâis everyone waiting for decisions or
direction?
Qualifications Does the type or degree of participation fit the qualifications of this role?
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17. Chart Analysis And Review
Horizontal analysis
R A C I C
A R C C I I
C C R C C R A
I A R C R
C R A C
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18. Horizontal Analysis
If You Find: Then Ask:
No Râs Is job getting done? Some roles may be waiting to approve, be
consulted, or informed. No one sees their role to take the
initiative.
Too many Râs Is this a sign of âover the wallâ activities? âJust get it off my
desk ASAP!â
No Aâs Why not? There must be an âA.â Accountability should be
pushed down to the most appropriate level.
Too many Aâs Is there confusion? âI though you had it!â It also creates
confusion because every person with an âAâ has a different
view of how it is or should be done.
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19. Horizontal Analysis (Cont.)
If You Find: Then Ask:
Too few Aâs and Râs The process must slow down while the activity is performed
on an âad hocâ basis. Or the procedure may be outdated and
can be streamlined if not needed.
Lots of Câs Do all the functional roles really need to be consulted? Are
there justifiable benefits in consulting all the roles?
Lots of Iâs Do all the roles need to be routinely informed or only in
exceptional circumstances?
Every box filled in They shouldnât be. If they are, too many people are
involvedâusually too many âCâsâ and âIâs.â
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20. Get Feedback And Buy-in
⢠The RACI chart is shown to representative groups of people
covering the roles on the chart
⢠Their builds are captured and the chart is revised as
appropriate
⢠The RACI may be validated in conjunction with the other
products of the Project Team
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21. Benefits
⢠Increased productivity through well defined accountability
⢠Reduced scrap and rework because need specifications are
clarified
⢠Increased capacity by eliminating overlaps and
redundancies
⢠Streamlined organization structure by collapsing unneeded
layers and placing accountability where it belongs
⢠Better trained people by involving them in workshops
where fellow workers discuss all roles and functions
⢠Better planning process because of more participation of
team members as a result of building communication
interfaces (consult and inform)
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22. The RACI Process Provides a Clear Basis for Defining
Changes to Accountabilities and Structure
Definition Use
⢠Project Managementâto assign
R Who is RESPONSIBLE?
Who is RESPONSIBLE?
The person who has to do it
(the doer)
responsibilities and ensure tasks get done
The person who makes the ⢠âAs Isâ Analysisâto diagnose problems in
A Who is ACCOUNTABLE?
Who is ACCOUNTABLE? final decision and has
ultimate ownership
the organisation
⢠âTo Beâ Designâto create a new
The person who must be organisation structure that meets the needs of
C Who is CONSULTED?
Who is CONSULTED? consulted before a decision
or action is taken the âTo Beâ design
The person who must be
I Who is INFORMED?
Who is INFORMED? informed that a decision or
action has been taken
RACI Analysis:
If you find: If you find:
Sample RACI Matrix: Lots of Rs Too many people involved?
Horizontal
Horizontal
PROCESS: Making a process No Rs or As Why do it? Is the job getting done?
change More than one Confusion, indecision?
Functional Roles A
Does everyone consulted add value?
Lots of Cs
Process
Process Line
Line Do they all need to know?
Setter
Setter Operator
Operator
Activities Facilitator Facilitator
Facilitator Facilitator Lots of Is
Plan activities II A A II Lots of Rs Too much work?
Plan activities A A
Vertical
No empty Too much work? Too much
Vertical
Prepare detail
Prepare detail C
C A/R
A/R II space consultation?
Change process documents A R II No Rs or As Can the function be eliminated?
Change process documents A R
Too many As Is accountability at the right level? Is
Perform change
Perform change II A
A R
R R
R the organisation too hierarchical?
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