One we implement a new way of working, or a new process, that is not the end of the story. Just like the commissioning of a new piece of equipment there needs to be the follow up, whether this is training, ongoing maintenance or the creation of a de-commissioning plan.
As a minimum for new ways of working we need to make sure that we have some form of auditing in place to verify two things:
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| A simple checklist can help you periodically monitor your processes. |
1 - what we said we would do is being done.
2 - the process delivers what it was designed to do, and that this meets the current needs of the process.
This needn't be too onerous either, the occasional conversation, attendance at a meeting once in a while, or reviewing of the associated Key Performance Indicators are all examples of how it can be done. There doesn't have to be formal paperwork either, just engagement with the change / method / process.
The important issue is that this approach makes its way into the diary of the person who is responsible for the new way of working and the related team's performance.
You can't just make a change and walk away.
Giles Johnston
Author, Consultant and Chartered Engineer