Skip to main content

One Person Is Responsible

I was helping a team last week come up with their action plan to improve part of their MRP system.

During the creation of the action plan two names were put into the 'responsible' column. After a bit of negotiation they changed it to read only one person's initials.

This is something that I see time and time again, but often seems to cause more confusion than is beneficial for the business.

Who is really in charge of an action when two names are listed?

If there is more than one person assigned to a task then who is going to take the lead and make sure that this is going to happen?

Or, do you get the more common effect where both people come to your next meeting asking 'did  you do that action?' on the way in through the door?

It might just be my opinion, but when you have one name against a task, where you have only one person responsible, progress is quicker than when you have two or more.

It might be that there is more than one person who needs to help to get the task done. That's fine. As long as there is clarity as to who is the one person responsible to ensure that the task does get done.

Of course, this is just my opinion based on experience. If you find this not to be the case please let me know. But, I must say when I see an action that says 'all' against the responsibility I'm fairly confident that the action will not get done before the next review meeting.

What do your action plans say in the 'responsible' column?

Giles Johnston
...fixing MRP systems and re-engineering business processes

Popular posts from this blog

Kaizen improvements need to be specific

Do you find that your Kaizen improvements don't always go to plan? If you do, then you're with the majority! Whilst there is great deal of 'trial and error' there is a simple approach that can help. Available from Amazon Being specific about critical parts of your improvement can uplift your results. So, how do you go about doing this? The most direct route is to be clear about which parts of your improvement are critical. From here you can explain, in detail, what you want for those items. This might take some practice as many of us have become lazy in this regard. We take it for granted that our team 'get us' and will know what they need to do. If you ever feel that something basic is missing from an improvement ask this question: "What does good look like?" The answer should put you back on track. About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and

Where to start with Kaizen, if you just aren't sure

Kaizen is a great word. It is a word that can unleash the potential of both a business and an individual. Kaizen means more than just continuous improvement. It is a word that is linked to: Confidence Growth Exploration Courage Many people I speak to, that are new to improvement projects, aren't sure if they are on the right path when it comes to embracing the spirit of Kaizen. If you are also one of these people then let me share with you a few thoughts that can help you feel at ease about starting and leading change. Start with your concerns A great place to start your improvement life is with anything that isn't right. Getting your concerns out into the open really is the first step for most of us. If you aren't happy with something, raise it. This isn't only a great place to start, but something that you shouldn't give up. Whenever a standard is not being met, or not even defined, get vocal and then do something about it. Start small The intention of Kaizen is

Stimulating Kaizen opportunities - the 'mechanical' way!

I often end up in conversations about how to stimulate Kaizen ideas and opportunities. If you have read my other posts, you will know that I split the improvement journey into two halves. For many people, the initial Kaizen focus is all around fixing things that are wrong / not working properly. Once you get past this point you need something else to focus and motivate you to generate improvement opportunities. The two halves of the Kaizen journey The discussion that I often end up in, is the one around the imagination quandary. People talk to me about not being creative, or not being inspired to come up with improvement ideas. Do you ever feel this way? It seems that there is a popular view that some people are creative and some aren't. Great Kaizen ideas are not just the product of 'creative' people. There are lots of ways that you can generate improvement ideas without having to sit on a mountain top cross legged waiting for inspiration. Finding a 'mechanical' w