Process Discipline

Part One of the Foundation Thinking Series

In its original sense, Discipline is systematic instruction intended to train a person, sometimes literally called a disciple, in a craft, trade or other activity, or to follow a particular code of conduct or "order".  It also involved the practice of training people to obey rules or a code of behavior, using punishment to correct disobedience.  "And you will report status every day until it is fixed!"

Then there is Process Discipline and the "Rule of Rules”: Never make a rule that you are not willing to enforce every time. Every time equals consistency. In order to be consistent, therefore, the line between acceptable behavior and unacceptable behavior must be crystal clear. You must know exactly when to act.  Two ways we can cook discipline into our processes are by using standard work and by using a reaction plan in the process control tool.

Can it be any more clear than this??

Standard Work defines how we do it right the first time, and when we develop a better way to improve cost, throughput, or customer satisfaction then we update the standard work.  Components to standard work can include Policy Statements, Standard Operating Procedures (SOP's), and training documents.  These work together to detail how we move through the process from raw data  to the finished product or service the best way (as we know) possible.

Policy Statements can be thought of as standing orders and is a tool that extends the expectation, but does not remove the need for managers to manage.  SOP's lay out the steps in order with who is responsible, what are the inputs, and what are the outputs.  Training documents, whether on paper or video, has the effect of aligning the workforce to the current method.  When combined these components create a system for Process Discipline.  These can be used in conjunction with a mentor when on-boarding new employees too!

Reaction Plans define what we do when performance meets certain criteria.  You may have seen this as an SPC control chart if you spent any time on the manufacturing floor.  In the office we can use something similar that details the target value or condition and then how we react to the condition.  We all want to do a great job for our organizations, but sometimes we don't go ask for help or let someone know when conditions are not going to plan.


Two Things We Know About Risk 

1. There is a point where even the boss can't fix it, no matter what.
2. Problems do not get better with age like wine.

Organization Characteristics

• Teaching 
• Setting Boundaries
• Correcting
• Showing Respect
• Consistency
• Cooperation
• Focus on Long Term Results

Individual Characteristics

• True in word and deed  
• Dependable and reliable
• Alignment to corporate concepts and strategies
• Subordinates individual requirements for team obligations