In last week’s blog, I discussed why we aim for an 80 percent completion rate for developing countermeasures within 30 days. To wrap up the blog series, I’ll teach you a simple yet effective method to ensure you are on track to achieve that 80 percent.
To read the first two blogs in the series, click on the links below:
- Developing Countermeasures in Process Improvement: Part 1
- Developing Countermeasures in Process Improvement: Part 2
In the process worksheet (download it for free here), teams can track each countermeasure’s status under the tab “Key Operational Worksheet,” column H.
Toyota’s language of choice is to use three categories: “In Progress,” “Not Yet Started,” and “Delayed.” These categories provide a clear summary of any countermeasure’s status, aiding the team in assessing the overall progress.
In Progress: On Track and Happening
“In Progress” signifies that the countermeasure is on track and actively being worked on. It denotes that the team is making strides toward completing the task and moving forward as planned.
Not Yet Started: Deliberate and Conditional
“Not Yet Started” doesn’t necessarily indicate a negative situation. Instead, it could mean that the countermeasure is deliberately waiting to be initiated due to dependencies or specific conditions. For instance, if one countermeasure involves developing a checklist and another requires documenting a process, the latter must be completed before creating the checklist.
Delayed: Identifying Challenges and Finding Solutions
“Delayed” means a countermeasure has fallen behind schedule. It signals the need for the team to come together to identify challenges and find creative solutions to get the task back on track. This is not a time for blame but an opportunity to brainstorm and support each other in meeting the 80% completion rate target.
Next Steps: Concrete Actions for Each Countermeasure
The next step column outlines the specific actions required to move each countermeasure forward. These actions can range from identifying key metrics, gathering input from different teams, or obtaining leadership approval.
The focus here is solely on the concrete steps needed to advance the countermeasure, not on the detailed context or content. We are aiming for the completion of countermeasures. The next steps should always be in progress.
In your conversations with your team, as you’re managing this, go straight to the ones that are delayed, with the aim of not blaming but coming together to get back on track. Remember, constraint breeds creativity, so even delayed countermeasures can be brought back on track through creative solutions and collective support.
Column I: Decisions
Column I is where any context can be contained. For instance, as you’re going through your countermeasures, you might want to consider having team members store their documents in the cloud rather than on the desktop. Or this brings up another issue to include in your next go-live. This column is where you place any actual context that helps manage the status of the operation.
Column K: Countdown
You can add your tentative go-live date at the end of step 4 (identifying countermeasures) in column K, and it’ll naturally count down. Once you have a confirmed go-live date, you can update it. This countdown feature helps create excitement and motivation as the team progresses towards their target.
Divide and Conquer
Over the 30 days of developing countermeasures, we stay completely within columns H and I in the worksheet. Weekly meetings can be held to assess the status and next steps of each countermeasure.
Behind the scenes, your team is working on developing the countermeasures and doing the hard work to execute the completion of the countermeasures. When dividing countermeasures among your team, they’re never evenly distributed. Although some individuals may take on more tasks than others, the collective effort ensures that the team achieves the 80% completion rate within the 30-day lead time.
In your service,
Hilary Corna
