The Practical Leader

MAY 1, 2024

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. This showed that roughly 85% of the time the failure is caused by the system, processes, structure, or practices of the organization. Accountability is a mess in many organizations.

Process 52

Process System Management Root Cause Analysis 52

The Practical Leader

OCTOBER 6, 2020

They’re launching a series of programs bolted-on the side of operations rather than an integrated process of change and transformation. Line Management Led. Mission/Values with High “Snicker Factor” Core Values/Purpose Guide Programs, Operations, and Behaviors. Measurement and Performance Management Gaming.

Agility 124

Agility Organization Root Cause Analysis Letter 124

The Practical Leader

MARCH 13, 2024

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. About 85% of the time the fault is caused by the system, processes, structure, or practices of the organization. Wholistic approaches focus on interconnections and cause-and-effect relationships.

System 52

System Organization Levitt Root Cause Analysis 52

The Practical Leader

JUNE 14, 2023

This too shall pass” From Bolt-On Programs to Built-In Culture Change Hundreds of studies over the decades have shown that 50 – 70 percent of improving customer service levels, restructuring, mergers/acquisitions, introducing new technologies, performance management systems, leadership training, and the like fail.

Root Cause Analysis 52

Root Cause Analysis Mission Statement Travel Restructuring 52

Harvard Business Review

NOVEMBER 1, 2018

Fortunately managers, aided by a senior data scientist engaged for a few hours a week, can introduce five powerful “tools” that will help their existing teams start to use analytics more powerfully to solve important business problems. Fortunately, virtually everyone can make a positive impact here. And problems remain.

Root Cause Analysis 14

Root Cause Analysis Team Analysis Learning-by-Doing 14

Deming Institute

OCTOBER 12, 2017

The project had been operational for a few months when I joined so the foundation had already been poured. Using Dr. Deming’s diagram of how a system operates, I worked with the team to put together the picture of our project as a system – starting with the Aim (the importance of this project in the larger scope of the organization).

Project 28

Project Deming Root Cause Analysis RACI 28

Deming Institute

FEBRUARY 15, 2016

Applying SMED, the theoretical sessions would act as the external activities that operators have to perform before a changeover, and actually implementing them in a running business would be the internal ones. Root cause analysis. 14) Create a structure in top management that will push every day on the above 13 points.

Deming 28

Deming SWOT Root Cause Analysis TRIZ 28