Getting It Right First Time
Improving project performance is of paramount importance. A key means of doing this is to focus on the reduction of defects, which can cost millions of pounds. Vast amounts are currently wasted because of the failure to get it right first time.
Keith Longney, one of Acorn’s founding directors, comments: “Of course, ‘zero’ defects may not be achievable, but there is absolutely no doubt that the number of defects can be dramatically minimised. This could mean a reduction from an annual cost of £5 million to £1 million. Any saving is desirable.”
Acorn offers a series of workshops, relevant to a range of staff, to pinpoint where problems are occurring. This not only enables people to spot problems, but to be proactive in preventing them in future.
Whilst each workshop is tuned to the specific business requirement, a typical format would be:
• Why and how do defects occur?
• How do we create a learning organisation – what gets in the way of objective review?
• Problem analysis – a step by step process of analysing problems to determine the causes of defects
• Action planning whereby each person determines personal actions to challenge project performance.
Typical problems that have been raised in previous workshops include:
Communication:
“Communication is lost in middle management”
“People don’t ask or are afraid to ask”
“Lack of openness”
“Contractors are not given a clear remit”
Systems and procedures
“No perceived individual consequences of ‘bad quality’”
“Check sheets ticked without checks taking place”
“Programmes never allow time for quality activities”
“Short-term cost considerations prioritise actions/decisions”
“People asked to manage work that they are not technically competent to supervise”
“We always do what we have always done – sometimes it’s wrong!”
“Subconscious incompetence”
Review of previous mistakes
“Feedback on defects doesn’t happen”
“Denial that defects’ issues exist”
Potential solutions introduced by Acorn to the above include:
1. Improving open communication, up and down all levels of the management structure
2. Gaining buy–in to current pragmatic systems and procedures
3. Applying lessons learnt from previous errors
Acorn has run a number of these workshops using retrospective project case studies and forthcoming critical scenarios to give an understanding of why defects arise.
“The attendees have increased their personal awareness and their ability to spot and proactively influence the achievement of zero defects.” Business Improvement Manager of a large international construction company.
Given the battle for contracts, organisations risk throwing themselves into projects without adequate reflection. Acorn enables people to see whether and when they should look at the issues in more detail. Short-term-ism is no longer an option for any company wishing to be successful. Having a viable strategy for the long-term is what counts, particularly one that involves increased profitability without major outlay.