Fleet Management News & Business Info | Commercial Carrier Journal
Issue link: http://read.dmtmag.com/i/442406
MAN Otherwise known as people, these are the nuts and bolts of any initiative, any operation and any organization. Aer all, without the right people, there is no ideation, no changes and no innovation. us, an exploration of "who are the people in your neighborhood" (apologies to Mr. Rogers) is a great place to start. 1. Who is in the office? 2. What is the hierarchical order or reporting order? 3. Are there enough people? 4. Who else should be added? 5. To whom should they report? 6. Are there too many people? 7. Are there other departments with which are interacted? 8. Are there external people with whom are interacted? MATERIAL Now that we have looked at "who," let's continue with "what." Exploring the physical things that we work with can also lead to innovative focus. ese things can range from supplies to office furniture to raw materials. 1. With what supplies do we work? 2. How effective are they? 3. Should there be other supplies added? 4. What and how much of those other supplies might be needed? 5. Are there not-needed supplies? 6. Who provides these supplies? 7. Are they effectively and efficiently supplied? MACHINE An extension of "what" is the automation or other electronic assistants we utilize to do our jobs. is includes not only our computers, but also the hardware, soware, cloud computing, websites, and other related tools. 1. What computers do we use? 2. What peripheral equipment do we use? 3. What equipment do we need that we don't have currently? 4. What equipment do we want that we don't have currently? 5. What software do we use? Should we use? Could we use? 6. What technologies do we use? Should we use? Could we use? 7. Why don't we have equipment that we need and want? MEASUREMENT Now let's look at "when." ese next explorations get to the heart of how we know what we know. While not diminishing the importance of intuition or gut feelings, ultimately, objective facts are necessary to truly ascertain the situation. 1. How is our performance measured? 2. How is our productivity measured? Our efficiency? 3. Who measures? 4. Why is it measured? 5. Are there other things we should measure? Could measure? 6. How often is it measured? Why? 7. What is the result of these measurements? METHODS is next exploration also includes policies and procedures. In essence, we are now answering (or should be answering) the "why" and "how." If we can understand why and how we do what we do, then we are much more likely to conjure up new ways to improve and build upon it. 1. Do we have a SOP (standard operating procedure) for how we do things? 2. Do we have any established procedures for how we do things? 3. If we could create or amend any procedure, what would that be? 4. How would a flow chart of each of our activity areas look? 5. What policies do we have that govern our activities? 6. Do we need to improve? Where? How? 7. Whom do we need to influence to make these changes? ENVIRONMENT Since nothing exists in a vacuum, an understanding of "where" we work both on a macro and micro level can certainly unlock innovative focus. 1. How does our organizational culture look? 2. How does our departmental culture look? 3. How does our physical environment look? 4. Does this make us happy, upset, inspired or uninspired? Why? 5. What could be done to improve the physical environment? 6. What could be done to improve the cultural environment? 7. What could we hope to achieve with changes to the environment? 8. Whom do we need to influence to make these changes? Of course, this list isn't inclusive but is designed to illustrate the power of Ishikawa to focus innovative thought and ultimately lead to useful and practical innovation. When not flying the friendly skies, Moe Glenner speaks about personal and professional leadership, change management and innovation. To learn more, please go to www.MoeGlenner.com and/or follow him on Twitter: @Moe Glenner. Vo l . 9 , N o . 1 TRUCKSTOP.COM 11