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In this business health check video We're going to look at jumping into the area, we've looked at the process, manage capacity demand planning. We've looked at how the workflows to the organization. So we're going to look at how your operations manages it’s people. So, other better principles of managing performance in place are the understood a practice. So first thing we're going to look at is there a culture of recognition for excellent performers within the operation that probably has if not more important, ensuring that your poor performers get coached.
Is there evidence of a team measuring culture. So, does have its own metrics and they're balanced across quality, cost of delivery. I think visible.
around performance improvement plans, evidence, to see that. Is there an understanding of performance. It was a little bit of a reading last video talked about that in terms of across the whole operation.
But do the team managers understand the spread within their own team. So again that's a distribution curve, how much time you spend on development, with the people is built in to the demand planning operation, as does the best performance become the new standard.
Now, well when we talk about a when we talked about standardized work.
I'm digressing a little bit here from business diagnostic but this standard is only the standard at that moment in time. So, you will always find an improvement on that standard book The danger is allowing improvement improvement improvement to come in, because then you lose all standardization. So if you have a standard and people adhere to it, you find a better way of doing it, then the standard should be updated. And everyone then works so that standard. Until the next new standard gets discovered.
Anyway, we digress, we'll go back to diagnostic.
So, how do people manage to want to want.
So they'll have a monthly of a bimonthly quarterly six monthly just finally find a way to get under the skin on, how do people manage people valued within the operation approach for both high achievers and underperformance.
What's the levels of attrition? You should have got this in your advanced data, you should have already set yourselves when your attrition levels, ask the team managers, just to see if it matches and see the view is the same as the data
that you're doing about managing this, and supporting the individuals through this
in terms of first line managers, and the managers in that operation. Some of the questions you can ask, when you go into any operation that every manager should be able to answer. If they can't. That should send some alarm bells. So, how are you doing against today's target manager.
What performance. Do you have
care cause within your team. What are you doing about it.
With the customer service. We actually provide all the things that we built, or manufacture.
What is important to the customer. In this part of the operation.
How long does the customer expect this part of the process to take on which would they be willing to pay for it.
How do you know the correct way to carry out this task. A lot of times for that task, what materials we use to train you on this task or this process
As you make sure that you do things right for certain steps you take.
What, what are the worst things that could go wrong with this process.
Now every manager should be able to answer those questions. Now, in your visit to the operation when he carried out this diagnostic. There are certain things that once again should set alarm bells ringing. If people say these to you.
So,
if, during the course of the diagnostic.
You're the managers coming out with things like we always beat our SLAs
We've tried that before and it didn't work.
So, again, alarm bells should ring.
We improve but now we're at the limit.
Risk audit and compliance policy team. They won't let us do anything about that. They won't let us change this.
And there are many, many other things that will sound the alarm bells ringing for you. When you carry it out. The diagnostic.