“Yellow Post-It Notes"[1], The Key to Unlocking Employee and Middle Management Communication”

[1] Post-It Note is a registered trademark of 3M Corporation.

One of the challenges confronting executives trying to obtain an accurate picture of how companies work involves obtaining real-world information from employees and managers. Business processes are not bounded by the boxes of Organizational Charts. Executives and managers often lack a fundamental understanding as to how things work and confuse people with processes; people are not processes, they are a part of processes. How processes flow and connect up within organizations is critical to improving performance. Problems in many facets of business management can be uncovered by flow charting business processes with the help of employees and managers.   

As a trained attorney and business executive, I have implemented quality management programs at two manufacturing companies. When beginning the process, I have often been struck by the refrain that employees don’t communicate and don’t want to help. My experience is that most employees want to help and want to make things better. The key to obtaining that help is to open up the communication facet by setting the correct tone and asking the right questions.

To aid you in your efforts, a copy of a flow chart I prepared for a manufacturing company is presented at the top. I note that the flow chart required meetings with small groups of employees that took place over 1-1/2 days. The flow chart was used and modified over the next 11 years to identify process issues and update changes in the system.

LEARN DON’T LECTURE:

Executives, middle managers, and employees each possess superior knowledge about the areas in which they work. What is lacking in many organizations is a systematic approach to sharing knowledge so that a detailed, accurate picture of the entire system is produced and used. When beginning that process, it is better to assume that everyone knows more than you because: 1) it’s usually true; and 2) by telling people you don’t know much and need their help, you drive out fear and show respect which everyone appreciates.

WHERE AND HOW TO HOLD MEETINGS:

 A conference room with long walls that can accommodate small groups of employees is optimum. Long walls are needed because they will soon become covered with Yellow Post-It Notes. Yellow Post-It Notes are preferred because 1) who doesn’t like Yellow Post-It Notes; and 2) the weak adhesive allows Post-It Notes containing process information to be moved and rearranged based upon the additional input. Also, drinks and snacks are helpful since sharing food, even while working, is more social and thereby more relaxed.

WHAT TO ASK:

Open-ended questions should be used to guide the process. Open-ended questions allow free-form responses from employees and managers based on their knowledge and views. Additionally, when recording information ask employees and managers about their feelings. Feelings are a critical part of all human systems; the better you understand people’s feelings the greater the chance for success in improving processes.

Here are some typical statements and questions to use:

·     Introduce yourself and preface the entire conversation by stating, "The information you provide on processes will be shared throughout the organization. No individual comments and opinions will be attributed to a specific person so don't worry about speaking honestly."

·     "I am new here and don’t know anything. I am perhaps the dumbest person in this building. I need to understand things and you are the ones that have the important knowledge. I need your help to make things better."

·     Starting Question, “Let’s assume that we receive a customer inquiry. That inquiry becomes an order that we must produce, ship, and collect payment for from the customer. Tell me what happens.”

·     Statements and questions such as, “really?” “How do you feel about that?” “What would you do?” Will elicit more and more information about how things work, how they can be improved and work attitudes.

·     The questions can be modified for any organization whether it be service, educational or government. 

WHAT PROCESSES TO FLOW CHART: 

Every organization is different, but most organizations share common processes. The easiest way to identify the processes involved is to ask the Starting Question posed above. Processes fall into two categories: 1) Processes that directly affect the customer: and 2) Processes that are required to operate the business. Sales, order processing, engineering, production, shipping, invoicing and collections involve the customer. HR, purchasing, accounting (except billing), finance, legal and various other activities affect only the business. Additionally, you might need to ask about customer processes that interface with the business if you are part of a supply chain.

When creating the flow chart, arrange the Post-It Notes on the wall with the X-axis (wall length) serving as the time line and the Y-axis listing the processes. The process steps for each process will move in chronological order on the X-axis. Certain processes may be so detailed as to require separate flow charts. Once the main flow chart is created, you can repeat the process to deal with more specialized processes. A typical flow chart might include the following:

·     Sales – defined as offering product or services to customers to generate money to operate the business.

·     Marketing – determining customer needs and product requirements to operate the business in the future.

·     Quoting – determining what it will cost to deliver the product or service.

·     Engineering – designing the product for production, software development or logistical system for distribution and transportation companies.

·     Production – making the product or deploying the software or service.

·     Shipping – moving something physical or method of electronic distribution and recordkeeping.

·     Accounting.

·     Business Review – How are we doing?

Within these processes, there will be layers of information you will want to extract. Ask about rework, quality issues, scrap issues, documentation issues, on-time delivery issues, and any other questions that come to mind. Ask the employees and managers about what questions they would ask.

Each successive wave of employees and managers should be walked through the flow chart. As they see each step of the flow chart they will have things to add and move around. While your goal is to document the business processes, the process of creating the flow chart gives employees and managers the opportunity to gain an integrated understanding of the organization. The more people understand how their work impacts others, the greater the opportunity to create teamwork.

WHO TO ASK:

In large organizations, a cross-section of employees and managers covering all aspects of the operation will be required to create the flow chart. Also, invite anyone interested in participating to emphasize that employee involvement is encouraged. In smaller organizations, try to meet everyone so that no one feels left out. 

Start at the bottom and move up through the organization. Begin with the employees and then proceed to managers. Do not mix managers and employees since the difference in power will discourage open communication.

HOW TO USE THE PROCESS MAP:

With pink Post-It Notes look at the flow chart for broken information loops and other issues. Each time there is an issue, write it on a pink Post-It Note and place it is the correct location on the flow chart. Here are some simple things to look for:

·     Quality issues for which there is no systematic process to document problems and take corrective action.

·     Quotes that are not accepted and no reason is obtained.

·     Quotes that are rejected due to price and that information is not communicated to quoting for analysis.

·     Quotes that are accepted and fulfilled for which there is no reconciliation between actual job costing and the original quote.

·     Sales processes that are disconnected from marketing.

·     Purchasing decisions that affect production without first being evaluated by production. 

·     Entering the same data on multiple systems.

·     Machines that perform the same function but require different programming.

·     Lack of standardization of systems (hardware and software).

When the flow chart is complete including issues highlighted, you will have walls of Post-It Notes you need to record. Microsoft Visio, Lucid Chart and CAD programs can also be used to memorialize the Post-It Note flow chart. After making a digital record, review the information with senior executives, if appropriate, and obtain their input. Once their input is obtained and the flow chart is updated, use a large format plotter, preferably with a continuous roll of paper, to print out the flow chart.  

WHAT TO DO NEXT:

Create a process improvement plan based upon the flow chart and comments of the participants. If the organization practices Six Sigma, TQM, SPC, Lean, The Toyota Product Method, the Deming Management Method or other process improvement techniques, small quality improvement teams can be created to collect additional data and initiate quality improvement efforts. If internal resources are lacking, figure out what initiatives can be undertaken within the current management system and start with baby steps.

Last point, make sure you follow through quickly on any promised changes to the system and keep employees and middle managers informed. The atmosphere of trust you are trying to create can only be cemented by following through. Employees and middle management are skeptical about promises to make things better. By demonstrating progress, you rebut their skepticism and turn them into supporters.