How Do You Know?
Many organizations operate with a Break-Fix model.
Break and Fix are two different approaches to managing technology issues. Break-fix involves waiting for a problem to occur and then fixing it as needed, often resulting in downtime and lost productivity. On the other hand, Break involves proactively monitoring and maintaining systems to prevent issues from occurring in the first place. While Break-fix may seem like a cost-effective solution in the short term, Break can ultimately save time and money by preventing problems before they happen. Ultimately, the choice between Break and Fix depends on the specific needs and resources of the organization.
Reactive
Organizations need to have the capability to rapidly respond to unexpected and unwanted issues. This requires monitoring and review processes to detect a problem, effective root cause analysis, and a problem-solving/process improvement methodology widely deployed throughout the organization. It requires having a culture of genuine customer focus that seeks to provide customer service recovery as quickly as possible. While it’s reactive, it’s necessary. However, it may be necessary but not sufficient.
Proactive
Proactive performance improvement requires an investment in identifying possible process and product failures, designing them out, and employing mistake-proofing techniques for their delivery. It means protecting customers from potential defects, errors, and rework. It’s a very intentional approach to having a high-performing organization where all employees are engaged in both doing their jobs and improving their jobs.
Essential Cultural Elements
What are some essential elements of such a culture?
- First, employees must be trained in the methodologies and tools of process analysis and improvement. Many employees have never received that training either in their formal education or previous jobs. We are constantly surprised (and dismayed) by employees who have no knowledge of the Basic Quality Tools espoused by Joe Juran, W. Edwards Deming, and other quality gurus from decades ago. [another sidebar: The Basic Quality Tools
- Cause-and-Effect Diagram (Fishbone/Ishikawa Diagram)
- Check Sheets (Tally Sheets)
- Control Charts (Shewhart Chart)
- Histograms
- Pareto Charts
- Scatter Diagrams
- Stratification (Flowcharts/Run Charts)]
- Employees also need dedicated time for improvement. For those of you who say that you can’t afford to take your employees away from their jobs, you will certainly find the time for them to react to and correct problems.
- Both sides of an effective performance improvement system also require reward and recognition to reinforce the desired behaviors and ensure continued engagement.
- Finally, the leaders of the organization must serve as personal role models in consistently using the tools and methodologies, emphasizing the expectation for performance excellence.
Getting Back to How Do You Know?
Is your performance improvement system effective? How do you know? Which part could be improved – the reactive side or the proactive side?
