Task or process

Executive summary

Task design may be hindering performance. Check this explanation with the team before acting.

Reported evidence and route

Performance gap — Fictional dispatch team at Meridian Works. Expected: At least 98 of every 100 orders pass the first quality check. Observed: In the last sample, 91 of 100 orders passed the first check. Evidence: The fictional dispatch log records nine rework orders in a sample of 100.

Impact — Significant impact

Expectations — The standard is clear

Working conditions — Tools, time and support are adequate

Consequences — Rewards support the intended behaviour

Skill and knowledge — Has demonstrated the skill

Remaining obstacles — The task or process could be simpler

Manager’s observation or concern — The same label must be copied manually into two systems.

Possible causes supported by the answers

Task design may be hindering performance.

Suggested management actions

Try a simpler sequence on one job and compare quality and elapsed time.

Manager’s decision

Example choice: verify the possible cause with the team before committing resources.

Proposed improvement plan

30 days — Check the proposed cause and record a baseline against the stated standard.

60 days — Compare results after the agreed trial. Record its effort, cost and effect.

90 days — Compare the same measure with baseline. Keep, change or stop the intervention based on the evidence.

Performance indicator

Reported standard: At least 98 of every 100 orders pass the first quality check. Starting observation: In the last sample, 91 of 100 orders passed the first check. Compare the same measure and the cost of the trial at each review.

Conclusion

Task or process. Review the proposed findings with the people who do the work.