AAOM Handbook

INTERNAL

It is the natural tendency of people to focus on events and issues that are recent, and hence fresh in their mind. Consequently, an issue that has just occurred will often distract us from a more significant unresolved issue that is less recent. Not effectively controlling this tendency will mean a lot of time and effort will be wasted trying to pursue too many, constantly changing, priorities. The result is that many significant process issues will not be resolved or not resolved as soon as possible. Purpose To accurately define and rank each process issues to be investigated Quantity One statement defining the issue. One quantitative measure of the ranking for each process issue. Quality A flowchart of the system being studied should be constructed only to the level of detail necessary to produce and adequate understanding of the issue. Too much detail may become confusing! Start with a simple flowchart and add detail if it becomes necessary. It is generally helpful to construct the flowchart by considering the transformation, transfer or storage steps within the system. The definition must be based on what is proven with data, not speculation or opinion. The issue definition statement shall comprise three components;  What is affected by the issue (Object),  What exactly is wrong with it (Fault or Opportunity),  What is the impact of the issue (Consequence). The relative ranking of each process issue shall be evaluated using a

standard evaluation process. Consider the following criteria;

 Potential benefit to the business.  Probability of delivering the benefit.  Cost to deliver.  Time for benefit achievement.

 Availability of necessary resources.  Probability of sustaining the benefit. Resources This task is completed by the Investigation Leader. Time As soon as practical after the investigation leader has been appointed and before any detailed investigation of the issue commences.

© McAlear Management Consultants 2007

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