Held up
Today I found out that I wasn’t wrong.
That the problem I’d been facing wasn’t right and people agreed that it shouldn’t have happened.
I do feel better about the situation, but I don’t know what this means going forward.
Am I going to stay. I really don’t know.
Can I fix it – yes I can!
But we need to manage risk.
Business infrastructure continuity is biggest risk (impact and probability high). I mean for gods sake it is already happening.
Each episode will degrade current and future performance and immediately reduces our customer faith and experience.
Without rapid and granular insight into customer data alternatives could be being sought and tested without us being any the wiser.
Volume shifts and degrading performance due to market changes are visible only at gross level and not granular plant level.
How many factories are in the supply chain that we serve?
Watch the double whammy of your customer sit at both ends of your poor service.
Your system failings are causing invisible failure. You don’t even measure your contractural obligations.
Your supplier metrics measure all failure, not just theirs.
Your conformance process is self reporting. No one self reports their own faults accurately.
You are in a risk management exercise. You need to find out more about risk management practices.
But going to need to protect the organisation against another bow wave of unmanaged change.
1. Get the training in place to design a process. This is the longest string – due to knowledge transfer plus repetition requirements, on top of people who are already full time operations (unless we can align some people to customer readiness teams).
Assume that it can be a competent support – therefore have spare capacity at the project and at the business as usual level to incorporate significantly different requirements into an undocumented business model.
2. Communicate with it the problem – you now have an ear who can make a difference.
