AAOM Handbook

INTERNAL

The second level of management evaluates process data to identify whether the process is meeting the current optimum specification limits. Where this is not the case they identify common cause issues and define and implement controls to bring the process into specification. The key areas of investigation for internal process improvement will be the effectiveness and efficiency of production and service strategies and the integration of these in the operating master and expenditure schedules. From this they will specify improvements to production and service strategy specifications, scheduling, execution and resourcing. They also identify dependencies on other processes and systems whose performance contributes to variation in the processes for which they are accountable. In such cases they escalate the issue to the crossover manager and contribute to the management of the cause and/or effect. They deal with common cause issues in a way that will bring the process to a performance level that meets specifications. The following are work practices that if executed properly would be predictors of the second level of management‘s success in achieving the accountabilities. In the language of “to be accountable” they would be the actions that are to be judged for appropriateness under the circumstances that impacted the process. People  Build productive relationships between the various other teams with whom your team interacts. Know them well enough to know their names and: o Who are the 'go to' people to get the straight goods on common causes. o Who are the people that can work well together; or not.  Consider the needs of the people affected by a system change when designing such changes  Call first level managers to account for their actions in delivering their accountabilities  Assess the capability of first level managers to perform the work of their role  Consistently model appropriate values and behaviours. Programming- organise your work such that you;  Integrate the work of the first level managers reporting to you.  Assign resources to meet business expectations.  Monitor the relevant department level purpose and theory measures for operation within specification limits, and respond appropriately to; o deal with those deviations that you have the authority to correct, o escalate those deviations that you do not have the authority to correct.  Use BPF processes and systems for the analysis and improvement of the production and service strategies, operating master schedule, and expenditure schedule necessary, and appropriate for the delivery of the process performance requirements.

© McAlear Management Consultants 2007

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