Having established that
most companies have handoffs in one form or another, let’s consider the very
simple flow diagram below:
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Figure 1: Basic Order Fulfillment Process
Represented here is a basic
Order Fulfillment Process of many companies.
Design may be swapped out for preparation, and sometimes is combined
with execution, but the steps will still be applicable. In a
small company, the same person may be doing one or more steps, but for AJC
clients, these basic steps have generally been divided into different
departments. The trick is, how to ensure
that the knowledge learned in each step is effectively handed off to the
next? Especially when one group may have
incentives to merely “throw [the work] over the fence,” as is often said when
complaining about how ineffective handoffs can be. Wouldn’t it be better if groups handed off
like a true team?
Here are three steps for ensuring effective, team-oriented handoffs. Note that the assumption here is that the basic
process has been defined at a high level.
Since this is how to ensure robust handoffs from one group to another,
the processes to list are the ones handled by each department. Inter-departmental steps are better described
via Process Maps.
1. Define the information
required for each departmental step of the process to be effective. One tool that can be used is a SIPOC. SIPOC stands for Supplier, Inputs, Process,
Outputs, Customer and can be used for one or more processes and to varying
levels of detail. Remember that a SIPOC
may have internal suppliers and customers as well as external! The example below shows one step, but rows
may be added for subsequent steps.
2. Ensure alignment across
all departments on the requirements at each stage, and who is responsible to
provide each. This can mean getting
alignment on the SIPOC. During this
step, emphasize teamwork –overall business success depends on all groups acting
as one team.
3. Utilize standard tools
and processes to transfer information.
Document applicable tools and processes/procedures and store them in a
designated storage area with universal access like a Document Management
System. Ensure that all team members are
trained on procedures and tool use; get buy-in from everyone.
a. Examples of tools that
help with handoffs: Checklists, Forms (with only useful information, see
previous article “What’s in a Form”),
holding handoff or “kick-off” meetings with standard agendas, and schedule
templates.
The most important thing
to remember is that relevant information needs to flow from one group to the
next accurately, thoroughly, and right the first time. Any gaps with these items likely will result
in rework or an extended duration to complete each step and begin on the
subsequent one, not to mention people getting disgruntled with each other.
Finally, I would urge
everyone who is involved in handoffs to be patient with each other. As one of my valued clients likes to say, no
one comes into work intending to do a terrible job and undermine their
co-workers. Sometimes things may seem
that way, but with a little respect and consideration, nipping these concerns
in the bud with timely face-to-face discussions can really go a long way. Be willing to work with each other, agree on
what is needed and what will be done. Follow through on the needs of the
downstream team, and to hold upstream teams accountable for what they promised
to deliver. Ask questions when you are unsure,
and communicate the answers to the wider team because if one person has a
question, chances are someone else could also benefit from the answer. After
all, most people want what is best for the customer and the company, and
everyone truly is on the same team.
Read
this article and more on AJC’s blog, and sign up for our newsletter online at: http://andreajonesconsulting.com/blog.aspx
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