Solve a tough problem - with more than 1,000 colleagues
Solving a malfunction sometimes became looking for a needle in a haystack. But not because it was technically so difficult, the issue was collective behavior.
The quality of malfunction reports was poor. This problem seemed to be an "evergreen".
A good start is half the battle, the saying goes. This applies in this situation as well. We started by putting together a small group with which the organization around this problem could identify. Employees, direct managers, management and specialists.
Tip:don't make such a team too big. You should know everyone, know you need each other and know what you need each other for. You can tell when someone is missing and what you are missing (Vermaak).
- Behavioral insight: bystander effect (Cialdini)
- Method analysis: Define, Measure, Analyse, Improve, Control (Six Sigma)
- Method implementation: Cadence (McKinsey)
The group works under the guidance of a trained Lean/Six Sigma Greenbelt. They followed the DMAIC method. So the improvement can be measured and lasts.
In the first session, the quick wins emerge quite quickly. For example, right now too much information is asked, so people start to choose themselves what they find important.
Another problem is that there is no feedback. The contact between the receiver and the writer of the malfunction report takes too much effort. The solution is to appoint a Focal Point in every department and team. It is now clear in every team who takes care of the quality of malfunction reports.
Result: from 45% first time right to 95% in 8 of the 9 departments.
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