Loss of Control

At a Christmas party over the weekend, a friend posted this problem to me about his work situation and asked for my advice:

Problem: Projects are put in place and completed to make improvements to streamline operations, but then the head person moves to another position, and everyone returns to the way things used to be within 6 months.

Symptom: Lack of accountability

Solution: Properly implement controls.

Improvement projects often follow the DMAIC method.?Defining the problem, measuring the issue's depth, analyzing the data, improving the process, and CONTROLLING the fix.

After speaking with my friend about a couple of real examples he's seen in his workplace, it became apparent that the control phase was never correctly implemented.

The Control phase is?the fifth and last phase of a DMAIC process.

The main activity in the Control phase is to control the improved process.

In other words, the control phase ensures the new process is implemented and doesn't revert to old ways.

It doesn't need to be complicated.

Simple fix.

YOU GET WHAT YOU MEASURE.

1. Are evaluations tied to the results of the new process that can't be achieved unless the new protocols are followed?
2. Have the key metrics used to determine performance quarterly been updated to reflect the new improvement?
3. Are people paid or given bonuses based on the results of the new improvement?
4. Are you now tracking the right KPIs?
5. Have you broken the KPIs into smaller segments that can be used to give quick, on-the-spot feedback?
6. Is individual contributor output aligned with customer requirements?

Most people return to their comfort zone without incentive (or consequence).

To get the behaviors you want to be aligned with the new objectives, make sure you evaluate performance based on the right output.

Then it becomes crystal clear, and your improvement projects will have a longer, hopefully, permanent shelf life.

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