The Problem of Finding Fault

Virtually every production manager has had Forgetmenots deal with equipment failure at the peak of demand. neat blog Sales Department is yelling to get the orders out. Customer Service is urgently asking about individual orders. Overtime is a possibility, but you are already over budget. Despite all that the day seems to going pretty good because your best shift has just taken their positions and the belts are moving at near record speeds.

Then suddenly an alarm goes off because a key piece of equipment has failed.

In most facilities the key emphasis immediately becomes, Who is responsible? Purveyors of that question will justify it Ringytohwhc saying, we need to know who made the mistake so it doesn't happen in the future.

Actually that question is even more detrimental than the breakdown in the production line. The problem with finding fault is that it automatically assumes a single person or department is responsible for the failure. Although true in a rare number of cases, the real cause of problems in an organization stems from the culture of the organization.

In the case of the broken down production line, the most important thing to do is to get the production injury lawyer Austin running again. The overriding question should be, how we work together as a team to get to line up and running as quickly as possible?

Once the production line is running, it becomes acceptable to find out how we can prevent a future breakdown. However the question we need to ask ourselves is not, who is responsible? The correct question is, how did we create a culture that allow that breakdown to happen, and how can we adjust our culture to get better results in the future?

I have worked with hundreds of companies over the years and have been amazed at the difference in these two approaches. Regardless of which approach an organization is taking, they always seem to feel the result will be the same - a better future. In reality, those companies who are looking for someone to blame through a fault finding expedition ultimately create a culture where employees are always looking to save themselves and their jobs. that approach creates individuality at the sake of teamwork.

On the other hand when a company understands the problem is the culture, instead of the people, they inherently take a progressive approach that produces true long-term results.

Henry Ford said it best, Don't find fault, find a solution. The solution-based approach is not so nave to think that a single individual or department may have been responsible for the error as it is wise to understand the culture can single-handedly make a company poor, good, or even great.

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Rick Weaver is an accomplished business executive with a wealth of experience in retail, market adhd Ritalin supply chain enhancement, project management, team building, and process improvement.

Rick career began in retailing as a stockclerk, eventually becoming the Director of Vendor Development at Kmart Corporation during its heyday. In that position he worked with hundreds of Kmarts suppliers to improve mutual processes, procedures, and profits.

As a consultant, Rick has worked with companies in various industries to develop leadership and business strategies.

As an entrepreneur, Rick has founded or co-founded six successful organizations, including non-profit and for profit.

Now in his role as president of MaxImpact, Rick uses his vast experience helping individuals connect to their dreams and teams connect to a common vision.

Ricks presentation style of blending humor, real life examples, and easy to implement ideas has made him a popular speaker at seminars, workshops, and conferences in in 43 states, Canada, and Puerto Rico.

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