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Showing posts with label Case_studies. Show all posts
Showing posts with label Case_studies. Show all posts

Entrenched Thinking

Prussians of R.I.R. 235 in a narrow trench
I’ve written before on this blog about entrenched thinking “The Way It’s Always Been Done”. But I think the time is ripe for visit this topic because it is still something that occurs a lot more than we would like in companies.

What is it?
The example I give - one passed down from my father - is the dry cleaning business which had a rather erratic and nonsensical route for the delivery truck to take. More details can be found here :


What that story illustrates is that there are decisions which are taken at a corporate level each and every day which are not always based on sound business judgement, but are based on historical reasons for doing things.

That’s bad, right?
Not that there is anything wrong with checking history when looking at why we do things. But businesses must remember that situations change over time and what was, historically, true may no longer by something to consider. My other example is related to the insurance industry and can be found here:

Both of these stories have an underlying symptom which is more relevant to today's working environment: Resistance to change.

Resistance to change
Sure, it’s easy to continue doing things the ways you’ve always done them. It’s familiar. It’s comfortable. It’s easy. It works. Changing the way something is done can lead to confusion, uncertainty, unfamiliarity, even a decrease in quality of the final product, but all of these things are just temporary. When I was nearing the end of high school, a classmate had an accident which resulted in him severing most of the tendons in his right arm, (the one he wrote with). Overnight he was forced to learn to write left handed. The initial results were not good but by the time examinations came around his hand writing was as good with his left hand as it had been with his right hand.

This shows that change - whilst not always welcome or expected - does not have to be bad. But it does need to be managed.

People need to understand why change has to occur. People need to have help in understanding how to change. Most of all people need to feel that they are being listened to and that their input is being heard.

Of course, this isn’t easy. But research has shown (and my own anecdotal evidence has confirmed) that bad change management is one of the key points of failure amongst projects. 

End users are not often told why things need to change. They are not told what the benefit is of changing. Mostly, though, they are not compensated for following the new behaviours

Compensation?
It has often been said that what gets measured gets rewarded. If this is the case then measuring adherence to implemented changes and rewarding users  for that will certainly increase uptake. Conversely, punishing users for adherence to the old way of doing things will have a similar affect, but will be viewed in a slightly less positive light.

Summary
Change is good. At least change with the intention of improving things. Entrenched thinking can be a source of inefficiency, resistance and cost and needs to be overcome to improve process. The opposite, of course, is true: needless change for the seek of it isn’t going to win you many friends either.


Reminder: 'The Perfect Process Project Second Edition' is now available. Don't miss the chance to get this valuable insight into how to make business processes work for you. Click this link and follow the instructions to get this book.


All information is Copyright (C) G Comerford
See related info below

Levels of Detail.

Los Angeles Convention ParkingI've spent a lot of the last month or so in process facilitation sessions with different departments of a specific company.

It's been a very interesting set of sessions. I've learned a lot of the particular business area (probably more than I really wanted to know), but I've also learned a lot about peoples attitude when it comes to the world of 'process'.

Let me see if this scenario rings true to any of my readers: (In the style of Adam Deane)

Me: So what I want to do is understand, at a high level, what are the main chunks of work you do from a process point of view
Attendee 1: Right, well, let's see. We produce the weekly TPM reports.
Me: OK. That's not a process, that's a deliverable. What's the process that produces that?
Attendee 1: I don't understand
Me: Producing the TPM reports is something that happens at the end of a particular process. What is that process.
Attendee 1 : It's the process to produce the TPM reports.
Me: Is that all you do?
Attendee 1: We send the TPM reports to management
Me: Prior to that?
Attendee: We run the programme to produce the TPM reports.
Me: Are those the only reports you run?
Attendee 2: Oh no. I run the quarterly QQZ report!
Me: So, what I'm hearing you say is that you have a process to 'Manage management reporting', and you both do that?
Attendee 1: Wait a minute. The TPM and the QQZ are different reports.
Me: And..?
Attendee 1: It's not the same process.
Attendee 2: Not the same process at all.
Me: Oh. So what's different?
Attendee 1: TPM reports are run off monthly.
Attendee 2: QQZ reports are run off quarterly.
Me: But other than that there are no differences?
Attendee 1: Oh yes, there are lots of differences. The TPM reports run off the transaction file and the QQZ reports run off the summary file.
Attendee 2: And I run the QQZ reports from menu 3, but the TPM reports are run from menu 1.
Me: But from a physical 'What is the process' point of view your process is basically 'Gather report data, produce reports, send to end user'?
Attendee 1: I send mine to different end users than she does.
Me: But you still send them to an end user?
Attendee 2: I send them to management
Me: But management do something with them?
Attendee 2: I don't know. I never asked..
Me: Right. So I think we defined a 'Manage management reporting' process at a high level. As we decompose that proccess we'll find differences specific to each report, but at a high level are we happy?
Attendee 1: Yes
Attendee 2: Yes
Me: So what else do you do?
Attendee 2: I update the system when somebody leaves
Me: Does that happen often?
Attendee 2: More often than you would imagine
Attendee 1: I update the system when somebody gets married. I change their marital status.
Me: Ok So I'm hearing that we have a 'Maintain employee data' process?
Attendee 2: But when they leave is different to when they get married. It's a different process.
Me: Is it?
Attendee 2: Oh yes. It uses completely different screens and different people approve it. It's completely different.
Me: So it's not a case of 'identify data to be modified. Modify data. Gain approval'?
Attendee 2: Er. Well.. yes. I suppose it is
Me: And is that what you do too?
Attendee 1: Yes. But using different scree--
Me: I understand the actual details are different, but is it fair to say you are performing the same basic process over a different set of data..?

(silence as this is digested)
Attendee 1: ...er.... Yes?

You can see where I'm going with this. People tend to get fixated at a very low level of detail when it comes to their processes. In fact, I would go as far as to say they're almost looking at procedures or work instructions in some cases.

The art of process mapping is to be able to roll that up to (or, indeed, drill down to it from) a high level. This gives the overall view of the business and helps to understand the touchpoints for other processes or functions. Sure, you can then start to drill down into the lower levels of detail and understand what and where things happen. At some point you'll decompose to the level where producing the TPM report is different to the QQZ report, or maintaining a marital status flag is different to maintaining an employment status flag. But at a higher level of detail this doesn't matter.

I think one of the reasons that a lot of process management projects tend to get bogged down is because they try to understand the 'whole level of detail' issue way too early. I sat today with one guy who had brought Visio diagrams to the meeting detailing everything he did. These diagrams had about 25 or 30 activities on each one. At the end of the sessions we had been able to simplify and condense those activities into about four boxes. For each workflow we were looking for: A trigger, A set of high level activities, any important deliverables, touchpoints to other processes and an end state. Nothing more.

At the end of the day that's all you really need.... .

Reminder: 'The Perfect Process Project Second Edition' is now available. Don't miss the chance to get this valuable insight into how to make business processes work for you. Click this link and follow the instructions to get this book.



All information is Copyright (C) G Comerford
 See related info below

Process vs Common Sense

The Party Is OverA good friend of mine, Michael, has just started a blog about his life experiences. He's an actor in musical theatre and is currently on tour with a show around the UK so he's spending a lot of time on the move.

His blog from today '"London" Luton Airport', highlights an interesting process issue.

What Michael is saying, basically, is that the airport owners have decided that they will charge people £1 to drop off (and park for ten minutes) in the area just outside the terminal building at "London" Luton Airport. (For those of you who don't understand the "London" part, Luton is situated quite a few miles North of London and is really misnamed as being a London airport. In reality the same could be applied to many 'out-of-town' airports which are a journey in themselves from the city they allegedly serve).

The problem with this new system is that it is encouraging people to use as much of the ten minutes as they feel they have paid for and, hence, causing tailbacks and queues at rush hours. In effect Michael had to be dropped off several hundred yards from the terminal in order to catch his flight. This behaviour is now being noticed and the airport is threatening to issue £80 fines for those dropping off outside the allocated £1 zone.

So in other words:

  • The airport has started charging for something that used to be free
  • The charging is affecting people's behaviour causing congestion
  • The congestion is affecting people's behaviour causing unexpected actions
  • The airport is trying to capitalise on this by charging fines for people reacting in a way caused by their initial change.


Does this sound familiar?

It's a typical badly thought through process change and one where common sense has been ignored.

Don't get me wrong, the charging is not, in itself, a bad change to the process. But the consequences have obviously not been thought through. This change has been put in, I would suggest, by management who are anxious to increase revenues but with very little thought to the customer impact this would have.

Again, "Sound Familiar?"

So what should they do?

How about having variable charge rates and times? In rush hour - when they traffic is heavy - reduce the cost but also reduce the time that someone can wait. Charge 50p but make it 2 minutes. This will increase the throughput of vehicles thus reducing the congestion.

Or maybe the airport is counting on the £80 fines to boost income and that's the reason for the change?

You may think that, I couldn't possibly comment....




Reminder: 'The Perfect Process Project Second Edition' is now available. Don't miss the chance to get this valuable insight into how to make business processes work for you. Click this link and follow the instructions to get this book.


All information is Copyright (C) G Comerford
  See related info below

The Tao of On-line Processes Part 2

Hold the presses! We have a winner.

Those of you who follow this blog will probably have read my thoughts on the on-line booking practices of certain airlines and how they are not customer focused, or indeed well designed.

I think we have found the creme de la creme of bad airline web sites.

It's Jet2.com.

Normally I wouldn't have found this myself but I was alerted to the site by my father as he tried to book a flight recently.

Intrinsically there are a number of issues with the site:

  • The booking process is convoluted and frustrating
  • The pricing is inaccurate and unclear
  • The web site is badly designed.

The problems

From a process point of view the booking appears relatively straightforward, with the site giving you a running total of how much the flight is going to cost. But looking deeper into the site there are a couple of interesting items that would frustrate anyone, not to mention a process designer.


For example, the first page allows you to choose your destination and dates (in an entry box surrounded by banner style adds and red highlighted 'price deals').

The second page will then allow you to select the specific flights on the dates you selected (plus a day either side). As with most budget airlines of the day the prices are displayed for each leg. Thus, my flight out to Spain cost £19.99 but the return cost £39.99.

The third page is basically a page to enter your name. It has a slew of 'DONT FORGET' messages, none of which assist with the booking process itself (DONT FORGET: All passenger names need to match their passports and must be written in full, not initials - we don't need your middle name). At this point the system has automatically allocated you an 'on-line check-in' option and added £8 to your fare. It has also sneakily selected that you will be checking in a bag and added £35 to the fare to pay for that. Clicking 'Continue' at the bottom takes you to the fourth page.

We are already at four pages so far and 6 clicks (after entering the travel dates, destinations and names) and the flight which was priced at £59.98 (£19.99 + £39.99) has now increased in cost to £129.46. It appears that there was an additional £35.50 in Taxes and Charges which were not included in the 'price' of the fares.


So.. page 4. This is where you get the display asking you to click where in the plane you would like to sit. The seats are colour-coded and each colour equates to a different price per seat. (Standard seats: £3.99, Extra leg-room seats £8.99). If you try to bypass this page by not selecting seats it adds a warning that needs to be clicked through  to tell you that you haven't reserved a seat (That's two more clicks for those keeping count)


At page 5 we find ourselves with a 'confirmation of flight details'. This displays the original flight details I selected back on page 2 along with my name, number of bags and seat number (if applicable). At the right of the screen (as has been appearing on every page) is a running total of the amount currently accumulated for the booking. Careful review of this reveals that the price has now ballooned to £152.19 thanks to the inclusion of a premium meal and travel insurance. Scrolling further down page 5 reveals that these options have been automatically selected for you and you now have to deselect these (two more clicks), and click the 'Continue' button.


(For those keeping count, that's now 10 clicks over and above the entry of pertinent details and we are on page 6)


But wait: It won't let us go through to page 6 because it is flagging up that we don't have travel insurance. Despite the fact that I have specifically chosen to exclude travel insurance it is reminding me that I should have some and requiring another click to continue (11 clicks and 7 pages)

Now comes the page I REALLY like. 'The Checkout page'. Our running total at the right is back down to £129.46 and I can now give the booking my address details. Like many web sites this one has a 'postcode look-up facility'. You enter your postcode (zipcode) into the box and click the button and it will preload your address into the relevant fields. You also select your method of payment and complete the details. At this point another amount is added to your total as 'A booking fee of 3.5% (minimum charge of 4.99GBP/ 7EUR/ 10CHF/ 180CZK/ 30PLN) will be applied to all card payments except for Solo and Visa Electron which are free. For bookings made using PayPal the booking fee is 3.49GBP/ 5.00EUR. Payment made by credit card or PayPal incur an additional fee of 2.25% or 1.5% respectively.' So now  if I book with my American Express card I will find myself with another £8.01 added to the amount bringing it to the grand total of £137.47 (Remember this is for flights that were advertised on page 2 at £19.99 and £39.99).

But wait! Now that I have entered my post code, retrieved my address, filled in my credit card details and pressed enter the system is throwing up an invalid address error. How can it be invalid? I've used the system's own postcode retrieval routine! The details retrieved are, indeed, my home address. So how is this an error? I try again. Same thing. I enter the address manually. Same error. At this point it appeared that I would have to ring the airline to find the answer.

The Customer Service line for this airline costs 50p per minute to call and after wading through the Interactive Voice Response the quickest I could get through to a live person was 2 minutes (So the cost of my air fare has now increased by at least another £1). Recounting the troubles I had encountered to the lady at the other end of the line she was able to come up with an instantaneous response. It appears that there is a bug on the website which will not accept any punctuation in the address. So anyone who lives in St. Mary's Road, or Chapel-en-Le-Frith is in trouble. The system will invalidate all fields in the address which have the punctuation and not allow the address to be recorded. Having checked the website help page this is not detailed anywhere. So basically a pretty fundamental error like that - which is already known to the airline - is not detailed anywhere on the web-site leading to either loss of business for the airline as disgruntled folks decide to book with other airlines or to the customer being gouged for extra costs in having to contact the customer services desk.

Summary
Another long post again, I'm afraid, but in this case I think the summary will be quite quick

Airlines should look at their web-sites from a customer point of view rather than an increased revenue point of view. As a potential customer I will be more likely to spend money (and provide repeat business) to an airline that offers good service rather than one that makes the experience fraught and complicated.

As with most processes, this applies equally to yours too.


Reminder: 'The Perfect Process Project Second Edition' is now available. Don't miss the chance to get this valuable insight into how to make business processes work for you. Click this link and follow the instructions to get this book.



All information is Copyright (C) G Comerford  
See related info below

More silo thinking (It's still bad for you)

One of the most popular posts on this blog is about Silo thinking and why it is bad for you.

In that post I discussed the concept of silo thinking, what it is, how it occurs, why it is bad and how to solve it. But I recently came across a very interesting example of silo thinking where the project put together to document the companies processes are themselves designing the processes in silo's.

Picture the situation. A financial organisation, globally known, well respected. It commissions a project to document the whole of its customer facing processes to enable it to better understand what is happening and to present a better view to the customer of the services it offers.

The project is outsourced (!) to a third party, Indian based company. They send a team of people to the UK headquarters of the financial institution (which we'll call JohnPeterCorp) and they set about documenting the processes in a modeling tool

But the first mistake they made is that rather than taking the processes as a Gestalt whole they have split them out into sub processes and have teams working on each one. So we have the team looking at Investment Pricing. We have the team looking at Asset Trading. We have the team looking at Month-End Reporting.

Can you see why this is a problem?

Now - after almost 6 months in the project the team have realised that all they have managed to do is take a bunch of Visio documents that JohnPeterCorp had done last year and drop them into an expensive modeling tool. They are effectively no further forward on their ability to better understand their processes than they were 6 months ago.

I was talking with the modeling lead recently and he told me that they were having modeling issues now because a lot of what they wanted to do involved linking the processes together which, if they had started looking at this from an overall process point-of-view would have been easy but - because they had siloed their processes - is becoming increasingly difficult.

The net result is a lot of work an effort has gone into this but very little actual progress has been made.

Why did this happen?
The question has to be asked about why something like this was able to happen. Surely the third party company were experienced in doing things like this? Durely the senior management of JohnPeterCorp knew exactly what they wanted and what they were going to do with it? Why did this happen?

The truth is that this was a case of the blind leading the partially sighted. I don't believe JohnPeterCorp really had any idea about what they wanted to do with the information they would get out of the project. They were looking at 'documenting things' to get a customer's eye view of this but they constrained themselves in the documentation by adding a codecil which specified that processes had to be linked up to an existing hierarchical view that they have traditionally been working on. Nobody questioned this. The third party company then made their best efforts to actually meet the brief passed by the customer, but nobody took the time to step back and understand why this was needed in the way it was needed. It is only now that the modeling issue have arisen that people are starting to look back at the original brief and wonder if they might have done this in a different way.

So this has turned into an interesting project where - in order to try and remove silos - the modelers have modeled the processes in silos and are now stuck trying to sort this issue out.

Take a look around some of the projects you are working on. Are you 'silo bound'?

.

Reminder: 'The Perfect Process Project Second Edition' is now available. Don't miss the chance to get this valuable insight into how to make business processes work for you. Click this link and follow the instructions to get this book.

All information is Copyright (C) G Comerford See related info below

Why Process Projects Really Fail

Regular readers of my articles will know that I have written an ebook called 'The Perfect Process Project' which details some of the reasons behind - and the solutions for - failed process projects.

I recently came across an article published in the MIT Sloan business Review entitled "Where Process-Improvement Projects Go Wrong" and I was thrilled to see that this article - an academic study based on data gleaned through investigation and survey - basically confirms the information noted in the book.

The article makes a number of recommendations which I believe are absolutely spot on in terms of my experience. Amongst them are two that I want to bring to your attention:

  • Performance appraisals need to be tied to successful implementation of improvement projects.
  • Executives need to directly participate in improvement projects, not just “support” them.

These two particular recommendations link into the recommendations I make in the book about assigning someone to be responsible for the process ownership and having senior management buy-in.  The article actually goes a step further than I do regarding 'buy-in' by recommending that the executives not only need to support this across the organisation but need to physically be involved in the project itself - another recommendation I fully endorse.

The article itself is well worth a read as it discusses the concept of a project being like a spring:

". . when confronted with increasing stress over time, these programs react in much the same way a metal spring does when it is pulled with increasing force—that is, they progress though “stretching” and “yielding” phases before failing entirely. In engineering, this is known as the “stress-strain curve,” and the length of each stage varies widely by material."

They also quote some statistics which are frightening in themselves but not really surprising: "Recent studies, for example, suggest that nearly 60% of all corporate Six Sigma initiatives fail to yield the desire results." This is worrying considering the amount of money and effort that large corporations are 'wasting' on these Six Sigma efforts.

I fully recommend reading this article - even if for no other reason than to understand that Six Sigma is merely a tool to help solve problems rather than a solution in itself

Let me know if it throws up any blinding 'Ah ha's for you. If you would like a copy of the book then please click the link below.

Any process blogger who would like a free copy of the book for a published review on their blog please contact me to discuss or leave a comment




Reminder: 'The Perfect Process Project Second Edition' is now available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.

All information is Copyright (C) G Comerford

See related info below




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Process inconsistencies hit the customer... Again.

I rented a van last week. Just a standard Luton van. I used it for transporting some set pieces to the performance venue for a local group I am a member of.

When I went to the rental location I took my drivers license and the associated 'paper documentation' which is issued by the UK DVLA. This details all the endorsements "points" you have as well as your entitlements to drive (Motorcycle, Heavy good vehicle etc.)

I've rented vans from this location before and they have my details on file so I filled out the form, signed on the line gave them my credit card and went. The guy didn't ask to see my license or paper documentation but did ask if I had any endorsements since my last visit (which I hadn't).

This week I had to rent a van again now that the production has finished. I asked a colleague of mine to drive me to the rental location. At the desk the woman asked me for my driving license (Which I supplied) and for the paper documentation. I told her she didn't need it as the last time I rented a van I hadn't needed it and all my details were on file. She insisted that I needed to produce the paper documentation. I told her I hadn't brought it because last time I brought it to this same location I hadn't been asked for it.

She insisted that she needed to see the paper documentation before she could rent the van to me. I told her that I didn't have it with me and she would have to phone the DVLA to get the authorisation (This is a 'fall-back' process which has been put in place for just such a situation)

"It's Sunday" she said. "The DVLA isn't open"

So, in other words, because she is following a different implementation of a standard process, I would have to schlep myself back home (with my colleague who had dragged himself out of bed early on a Sunday morning) just to get a piece of paper which I had told her was all in order and wouldn't need to be checked when she got it.

Stifling the urge to strangle her (or at the very least to use harsh language) I went back and got the documentation and the deal was done.

But it got me thinking. Where did the process break down? I had taken the right documentation last week but hadn't been asked for it. Obviously it wasn't needed as part of the process otherwise I wouldn't have been able to take the rental van. If this was my first time renting with them then this would have been different, but because they had my details on file the process was modified. If a licence had been needed to rent a van the process would have stopped me from taking the van away when it wasn't presented, like a credit card. A credit card was needed to rent the van. If I hadn't taken a credit card then I wouldn't have been able to rent the van. Therefore the credit card was needed, but the license wasn't. It might have been desired, but it wasn't needed.  If it wasn't needed, then I shouldn't have had to schlep back home to pick up the documentation this week.

If, on the other hand, the first guy had made a mistake and let me take the van without seeing the licence - despite the fact that it was needed - then their internal process is broken to such an extent that a major check such as this was bypassed. Either way this company has a problem.

As a customer the aim of the company should have been to make my interaction with them as painless and as rewarding as possible - especially in a service industry. But this company obviously doesn't work that way. To quote the BPM guru's on the web 'The company doesn't use 'outside-in' thinking". It's one of the process maxims: 'Keep it as simple as possible'. Having my details on file was meant to keep things simple. Requiring me to produce additional documentation was complicating things when it wasn't needed.

Should I avail myself of their services the next time I rent a van, or should I go elsewhere?

Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.


All information is Copyright (C) G Comerford



Let coffee be your guide to Process Experience – taraneon international blog

Process Experience – The coffee example
This presentation is also available for download

My good friend (and fellow BPM Nexus founder) Thomas over at Teraneon.de has put up a very simple slide show to illustrate the concept of customer focused processes. He uses the example of making coffee (the Nescafe way and the Starbucks way). The thing I particularly like about this slide show is that whilst it illustrates quite clearly the different methods of doing things, it then identifies quite specifically the thinking which leads to 'bad' process design vs that which leads to 'customer focused' process design.

In my dealings with customers I, too, have fallen into this trap because on big, complex processes it is easy to lose sight of who that process should be designed for. But by reducing everything to a basic 'cup of coffee' analogy, it makes it a lot easier to keep the target in mind.

I would urge all my readers to take a look at this slide show and think about what it is indicating about process design generally.

You might also want to take a quick look at the BPM Nexus (http://bpmnexus.ning.com/) and see what we are doing over there.

Posted via web from The Process Cafe Posterous

What happens if you win the lottery? (or 'The Single Point of Failure')


Recently I did some work with a small distribution company operating from the South of England and Belgium. We looked at their general process set-up in an attempt to understand exactly how well they were organised to manage and improve their processes capability.

I was working with their head financial person who, it appeared, wore many hats. She was responsible for running the whole financial department, approving expenses, managing suppliers, creating monthly reports and even helping recruit and train new employees. It seemed that every question I asked about how the company operated appeared to come back to this single individual.

Alarm bells started ringing in my head immediately for many reasons. As an ex-auditor this situation was prime for an exploitation of 'segregation of duty' control failures. With a little bit of application this single individual could raise a phony invoice from a 'new' supplier, approve the invoice and pay the money directly into her own bank account. A little bit of judicious accounting or an unfortunate 'lost document' or two would leave her tracks completely covered and enable her to continue this for some time.

However this wasn't what worried me most. The fact of the matter was that she was a single point of failure in the company. I asked her the question "Who would take over your role and run this company if you won the lottery and left the next day?". There was no answer to this question. (Actually the question I used to ask in this situation was "How would the company cope if you got run over by a bus?" but this is now deemed to be politically insensitive..) The real answer to this question is that companies will, generally, cope, but their efficiency and effectiveness will suffer in the short to medium term, as will their customer service and, more importantly, their financial situation. Imagine if one individual knows the bank account details, the cheque book locations, the outstanding creditor balances and the key contact numbers at creditor organisations, and then all this information is lost. As bills fail to get paid creditors will start to withdraw lines of credit, causing cash-flow problems. This can lead to further inability to pay creditors and staff and, ultimately, lead to the companies failure. Granted this is an extreme example, but it can happen.

I've come across situations like this before and they are usually a result of rapid expansion in a smaller company where the supporting back-office infrastructure growth hasn't matched the rest of the organisation leaving small groups of people (or single individuals) with lots of knowledge and power. For the companies it is usually easier just to rely on the key individuals rather than to bring in and train additional people to help spread the workload. The results (as we've seen above) can be disasterous.

If we translate this situation into a process one, what we efeectively have is a very human-centric process where multiple workflows route through a single individual. This individual performs key decision making as well as holding knowledge of key business rules (and business relationships). The impact of removing this knowledge is easily imagined.

So how can we make sure this never happens?

1) Ensure every individual in the organisation has a back-up. This person has the same access, information and span of control and can take over the role in an emergency
2) Regularly hand responsibility over the the back-up individual to ensure they can cope with any issues that may arise
3) Re-design your business processes to allow multiple processing routes rather than channeling everything through a single person.

Now look at your own internal processes and imaging what would happen if everyone there were replaced by someone else in the organisation. Would your company survive? If it wouldn't, where are your single points of failure in the process?

Find them and fix them.

(Photo courtesy of Sergis Blog. Released under a Creative Commons Attribution licence)

Ryanair's process issues.

The passenger cabin of a Boeing 737-7H4 (N495W...Image via Wikipedia

A couple of months ago over on the 'Flying Cafe' blog, I wrote a post about what I considered to be a misleading airline ticket pricing strategy. The airline - Ryanair - had advertised a 'free flight' which ultimately could have cost me as much as £105 including taxes and the 'additional charges' they levy.

This follows a discussion on the Linked-In Business Process Group where Steve Towers was positing that Ryanair's business model had improved as a result of a proposal to remove check-in desks at the airport. He called this the removal of a 'Moment of Truth' in the process. I argued against this saying that Ryanair may have a cost saving business model (although their profit percentage has decreased steadily over the last 3 years despite rapidly increasing revenue), but as a model for creating satisfied customers it leaves a lot to be desired.

Well this week I actually took the flight and I wanted to post a few thoughts on some of the process issues I picked up whilst flying with them.

I checked in at Bournemouth Airport for a flight to Southern Spain. I had one bag and a set of golf clubs. The bag had been paid for as part of the check in (an additional charge over and above the original ticket price), but the golf clubs had not. The process was as follows:

* Queue up
* Give details to check-in lady
* Show passport
* Check one bag in
* Take second bag (golf clubs) round to another desk
* Queue up
* Give details to second check-in lady
* Pay for second bag
* Receive confirmation slip/receipt
* Take second bag (golf clubs) back to first desk.
* Queue up
* Give confirmation slip/receipt to first check-in lady
* Receive boarding card
* Take clubs to a third check-in area
* Show boarding card to guard behind glass screen
* Drop clubs on conveyer belt - hope they get treated well and arrive at destination.


16 steps including three queue's to check in one bag, one set of clubs and receive a boarding card. Multiply this by 180 people on a plane (although not all of them will have additional charges to pay) and pretty soon you can see the issue with this particular process. Compare this with a similar flight I took to the US a couple of years ago:

  • Queue up
  • Hand passport to check-in lady
  • Put bags on belt
  • Select 'Aisle' or 'window'
  • Receive boarding pass
  • Drop clubs on an oversized baggage belt nearby

As you can see this was significantly less hassle and more efficient.

Of course looking at this from Ryanair's point of view there is no efficiency to be gained by changing the process. There is no financial gain to them, merely improvement in their customer service. However Ryanair have made it perfectly clear that their priority is extracting the maximum amount of revenue from each customer rather than providing a peaceful and efficient service to them. Therefore a change to the check in procedure would not benefit them at all.

If you would like to see my overall thoughts on 'The Ryanair Experience' then click here.

For those of you who know about these things, is this similar to the modus operandi of Southwest Airlines or do they tend to go more for customer service as well as cheap fares?

The Hole in the system

MRP vs. ERP — Manufacturing management systems...Image via Wikipedia

One of the things that people are very prone to do with processes is to leave some sort of a 'hole' in the system.

I was reading one of the multitude of blogs I read daily when I came upon an excellent post from Havi Brooks at The Fluent Self. In this post Havi was talking about 'The hole in the system'.

Basically, she explains, most people define 'systems' around themselves but leave some sort of a hole in there which causes problems later on.

Specifically she gives 3 examples:

1) "The baby-bathwater thing": Which is where systems are in place but are subverted because of some emergency situation
2) "The misguided assumption thing": Which is where systems are bypassed based on assumptions that would not have been made had the system been followed
3) "The 'not allowing for stuff going wrong' thing". Where systems only account for the ideal situation to occur and are not designed to cope with occurrences where things don't happen as designed.

What struck me about the post (and the three examples quoted) is that they are pretty universal - especially when applied to business processes. When I look at processes in place in business today they tend to be designed from the point of view of 'this is what should happen' rather than 'this is what can happen' it's a subtle difference, but very important.

There are, of course, whole industries that have sprung up to deal with the different scenarios detailed above - things like decision management systems for example. But am I the only one who thinks that it might be a good idea to design your systems correctly in the first place? How many times have people fallen into the trap of designing a business process - for example - to match a specific piece of software functionality but then suffered when that software can't cope with a customer who comes in with an emergency (The 'baby-bathwater thing')? It happens all too often. This is not to denigrate business decisons systems at all, but merely to look at specific probems through a different prism.

I am a firm believer that processes should be designed to be tool independent. That way when you change your underlying ERP or CRM system (for example) you don't actually need to redesign your processes. Havi says:

It seems to me as though most challenges that tend to come up in these situations have two sources.

Maybe the system is flawed. There’s a spot where things get stuck, jammed, or fall through and get lost. Or a great system is already in place, but we’re just not using it. Which is the flaw.

Fundamentally Havi is speaking of the two bugbears that dog any system's implementation: Putting in a system that works but isn't used correctly or putting in a system that doesn't work correctly.

So how do we solve these two problems?

I would say we don't.

Or, more particularly, we can't. It is fundamental in human nature that we seek the easiest solution. Generally the easiest solution is that which needs the least amount of work, or that which produces the ideal result the quickest. This can be the kind of thinking that produces systems that don't work correctly. Alternatively we can spend time, money and effort in creating virtually foolproof systems only to then have the users bypass these systems when an 'emergency' arises. But let's also look at the opposite side of that equation. How many time have you rung the bank, or some other 'call centre' system and asked them to do something only to be told that 'the system won't let us do that'? This is an example of a system that has been designed to work in one way but which we now want to subvert by not following the process. The well designed system has had safeguards built in that will not allow you to do anything like this. But at the end of the day you end up as a dissatisified customer. So is the system working correctly?

Yes it is. It is working absolutely as designed. But is it working in the best way for the customer?

I don't think so.

Perhaps the solution is to make systems more flexible? Maybe we need to try and ensure that users can perform the tasks they wish (regardless of what those tasks are) and then manage the fall-out using something such as decisions or rules based systems. But somehow I can't help feeling that this is tantamount to creating another 'hole in the system'

Thanks to Havi for the original post.



US dairy giant overhauls processes using wiki-style BMP tool

I came across this great little article recently which is a case study of a company investing in Web 2.0 to help define and manage their business processes.

The summary of the article (which is well worth reading) is that a dairy in Oregon used web-based tools to define and manage it's old business processes and improve the efficiency of the business.

Here's what's interesting about this:

1) The situation they found themselves it is something I think many companies could identify with.

It used more than 30 different legacysystems with customised interfaces.

It relied on "paper based business intelligence, plus spreadsheets or Word documents" but also "napkins, or any method of getting information back and forth between the business units"

The business had built up a lot of "tribal knowledge", with silos of information about the way business procedures were operated.

"Smoke clouds were going backwards and forwards between business units, and we did not really understand what the processes were, as they had been handed down over the generations."

Do any of these ring any bells with your company?

2) It chose a unique method of solving the problem.

It investigated Web 2.0 technology, to see how it could be used to identify, capture and optimise the firm's "tribal knowledge", and drive down inaccurate information.

The company examined several applications, including diagramming tool Microsoft Visio but eventually chose Lombardi Blueprint, a browser-based, collaborative, process-planning tool, designed for non-technical as well as technical users. The application itself is Java-based, built using the Google web toolkit. It was hosted and managed by Lombardi through Mosso, a cloud computing service provider owned by hosting giant Rackspace.

3) It found that the end result was:

The BPM exercise has meant that it has been able to revisit all of its processes, measure their effectiveness, and perform root cause analysis on problem activities.

It has also meant the firm could drastically reduce process duplication, inaccurate data, and its usage of older IT platforms.

But more profoundly it has allowed the business to consciously move away from the traditional hierarchical view of management, with the corporate team and chief executive officer at the top, to a structure which is much more horizontal.

Now none of this is actually surprising to me. What is surprising is that this is something we just don't see as much of as you would imagine. According to the article the IT director had been in place since 2001 and it was only when a new CEO came in that he was asked to investigate the possibility of BPM as a means of improving efficiency. We have discussed on these pages before about the fact that BPM is a profit centre not a cost centre and this has been proven with this exercise.

I commend the Tillamook County Creamery Association on having the chutzpah and the courage to attempt this and for being so successful.

(I was also quite amused to find that they rated Microsoft Visio as "too complicated for its needs". But you all know my views on Visio)

For an interview with the head of Tillamooks Business Process Management office done by Barton George from Lombardi, click here



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Is Starbucks missing a trick?



I read with interest the latest news from Starbucks:

From Bloomberg: Starbucks Corp., the world’s largest coffee chain, will stop continuously brewing decaffeinated coffee after noon as part of a drive to waste less and save $400 million by September.

The company, which last year started brewing fresh pots of coffee every 30 minutes, will have the caffeine-free version available upon request after 12 p.m., the Seattle-based company said today in an e-mailed statement. It takes about four minutes for a fresh cup to brew, spokeswoman Bridget Baker said.

“For many of our stores, the demand for decaf is greatly reduced in the afternoon,” the company said in the statement. “With our current standard of continually brewing decaf after 12 p.m. regardless of demand, we have seen a high amount of waste.”

So there you are. Apparently decaf coffee is not needed as much after lunch. Who would have thought that?

Actually looking at this from an efficiency point of view this is a very good move. They are not removing decaf totally, just reducing waste through not brewing and disposing of coffee that isn't being sold.

In today's economic hard times this makes a lot of sense. It reduces waste, decreases cost and doesn't reduce customer satisfaction. Although you do have to ask the question of why they don't brew to demand for everything? I visit Costa coffee and Cafe Nero (both far superior to Starbucks) and when I ask for decaf it get's brewed on the spot instantly - but then again so does the non-decaf stuff. In fact nothing is brewed on a cycle, it's all to order.

Does this mean that Starbucks are continually running 'freshly brewed' coffee (which could be as old as 30 minutes) throughout the day? Why are they doing this? What is the process point?

This obviously produces waste ($400 million in 9 months - WOW!) produces coffee which is old and stale and doesn't provide the same level of service as sites such as Costa and Cafe Nero. So why do they do it? Is it to get more people through the door quicker? Maye. But doesn't this cause an issue with the number of people that can physically be accommodated? A lot of people who are there will probably be sitting with a laptop availing themselves of the Wifi, so there is a theoretical maximum amount of people that can go through in a given length of time. Obviously take-out's will increase this number, but how many people come into Starbucks just for a 'coffee?' Don't they ask for a'double decaf vente grande skinny with whipped cream and 6 sugars'?

Without evidence to the contrary I think Starbucks have missed a big opportunity here. What do you think?



Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

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Lessons from the Somali Pirates


You may have heard about the Somali pirates who hijacked a huge oil tanker and are holding it to ransom. (The story is here on the BBC website).

Anyway I saw this great article about why the Somali pirates are actually great models for business. The author states 14 lessons your business can learn from the illicit but profitable Somali pirate trade. These include such great entries as 'Dominant Market Share', "Low Overheads", and - my favourite - "A repeatable business process"

You may not agree with what the pirates are doing (and in this day and age, the fact that there are still pirates operating is a worry) but a group that - so far this year - has hijacked 90 boats, must be doing something right.

Of course the question is "Are they good, or are they lucky?"

Are there any missing from the list?

(Photo courtesy of Geatan Lee. Released under a creative commons attribution license)


Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

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Oops! - Business Continuity?.....

So I'm sitting here in the dark. Not by choice, but because there is a large power cut in the area. Everything appears to be out. I'm trying to work out how extensive the outage is, but for my purposes I'm totally without power.

Which also means I'm without heat. My heating system - although gas powered - relies on electricity to run the timer and to provide the initial spark. So as long as the guys sort out the problem within a reasonably short period of time I should be alright. Otherwise it could get cold.

Luckily the Macbook is all powered up and I can make a few notes ("when life gives you lemons...") although I can't post this immediately because my router is not working.

I figured now was a good time to break out the candles so I can actually see where I'm going. I fumbled my way to the kitchen using the light from my cell phone and found the candles in the drawer. Hah! Now.. matches.

No matches!

I'm not a smoker so I have neither matches nor a lighter. Never fear I'll use the gas ring on the cooker to light one. ... except that the cooker - like the heater - runs on gas but relies on electricity to provide the initial spark. Damn!

I've found a torch in the meantime. It's a small 'penlight' torch which works off a single LED bulb. Very bright but, unfortunately it doesn't throw the beam too far because the batteries are running low.

The other 'big' torch that I have near the front door ready for emergencies is still awaiting the four very large and incredibly expensive batteries it needs to operate.

So, basically, I'm stuck in the dark and the cold using the screen from my Macbook to see by.

Which got me thinking (as these things do) about business continuity planning. I, quite obviously, have an excellent disaster recovery plan (candles, torches etc.) but this has never been tested. (To be fair the house is prone to power outages but this usually occurs during the day when light and heat is less of an issue). As a result I am in the same situation that a lot of businesses are in when it comes to their BCP.

I'm stuck.

A business continuity plan is a set of tested instructions (a process, no less) for managing during a disaster of some sort. The key in all of this is that BCP's have to be tested.

In my case it's no good having a power outage only to then find out that I have candles but no matches, torches but no batteries, and heating but nothing to start it with. In the big scheme of things this isn't a major issue for me. I can sit for a while, wrap up warm and wait for the utility company to sort things out. If nothing is fixed within a couple of hours I can drive to somewhere with heat and power and stay there (assuming this isn't nationwide - and as the trains are still running I have to presume this isn't the case)

But if I was a company, with customers, orders, employees and deadlines something like this could be terminal. BCP's are meant to be plans to allow your business to continue (the clue is in the name). If it comes to the crux of the matter and you can't run your business in a disaster than you are in big trouble. (O.K. in a disaster of Hurricane Katrina levels the last thing on your mind will probably be restarting your servers and raising invoices, ... but still).

Most businesses only find out that their BCP's are not working when they come to use them for real. They find - like me - that they don't have all the resources they need to continue, that the plans they have set up to take over various functions rely on items or people that are not available and that they are now officially in trouble

When was the last time you tested your BCP? Do you even have one? Are you concerned? You should be. Otherwise you might find yourself sitting in the dark trying to find a match.

Process improvement in product innovation: How changing your processes will save you money.

James Utterbeck's "Mastering the Dynamics of Innovation' is a book which expertly dissects some of the major successes (and failures) of companies that have leveraged innovation as a means of moving their companies forward.

His examples include the manual typewriter vs the electric typewriter vs the word processor, and natural ice vs shipped ice vs the refrigerator. It's a very interesting and well written book worth anybody's time.

But this isn't a book review! I wanted to focus on one part of the book where James discusses the light bulb and its innovations.

The story is quite simple. Illumination used to be provided by gas lamps. Thomas Edison set to work to create an electric lamp and succeeded through technical innovation. The race was then on to innovate through manufacturing processes to keep the cost down, the quality up, and the volumes high.

Over the years between 1885 and 1903 the following major process innovations occurred:
  • Use of a mercury pump reduced the time to create a vacuum in a light bulb from 5 hours to 30 minutes
  • A semi automated  'past-mold' machine was used to replace hand blown glass bulbs
  • A machine was used to seal in the wired lamp base
  • The process of adding phosphor to a bulb was perfected as a means of ensuring total evacuation of the oxygen.
  • A stem making machine was developed to assemble glass stems, lead-in wires and filament supports.
  • A tubulating machine yet again improved the process of exhausting air from the bulb during the manufacturing process.

Prior to this, a light bulb needed 200 manufacturing steps - most of them manual - but by 1903 the number of steps was down to around 20 and the cost of a new bulb had fallen from a dollar a bulb to around 15 cents. All this was accomplished using a design that was fundamentally identical to the original. Process innovations - both in the machines used and the method of using them - led to dramatically increased production volumes and reduced prices.

This is absolute proof that a process improvement can pay for itself in the short or medium term.

So, in todays environment, where are the process improvements you can make that will reduce your costs, increase your profitability, and improve our throughput?

More to the point, if process improvements are profit centres, why are you not heading down that road as we speak?


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"The way it's always been done" - (Take 2) : The Horse and Cart


In my earlier post on "The way its' always been done" I talked about the insurance company that stored documents for 30 days 'to let the ink dry' because that's the way it had always been done.

I got a call from my father recently who had read this post and said it reminded him of something he heard in a similar vein.


Many years ago a local dry cleaning company near him got bought out or taken over. The first thing the new owners did was send in the "Time & Motion" boys to work out if the business was operating the most efficient way. ('Time & Motion' sort of dates the story a bit, but the principle is still sound).

On investigating the business they came across something they couldn't understand:

The business had a delivery truck which would take out the dry cleaned clothes/sheets/napkins etc to the local businesses, drop them off and pick up dirty stuff to be cleaned for the following day. When the T&M guys charted the route the driver went they noticed that he took a very indirect route which would cross and double back on itself several times. Their calculations indicated that the truck was actually covering almost 3 times the distance a more sensible and direct route would take.

When they asked the drive why he took that particular routing he replied (you guessed it) "That's the way it's always been done". So of course a little more investigation was required.

It turns out that this route had been set in stone many years ago. So long ago, in fact, that the delivery truck at the time was actually a horse and cart. First thing in the morning - when the horse was fresh and the cart was full, they were able to tackle some of the steeper roads in the area to make deliveries. Later in the day - when the horse wasn't so fresh, but the cart still had a heavy load (remember the deliveries also picked up more items for cleaning) the horse would labour to climb the steep hills, so the route was taken which would minimise the climbing it had to do. This resulted in a the tortuous path which criss-crossed and double backed. When the transfer to motor vehicle had taken place years back no-one had questioned the routing and the new delivery driver had gone exactly the same way.

I don't have figures around this but I imagine the savings in fuel, time and wear and tear on the vehicle would have justified the cost of running a T&M study into this aspect of the business.

Yet another case of business process analysis being something that you can't afford not to do.

Where's the 'horse and cart' in your business?


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Royal Mail process glitch

Here's a little story that explains why certain companies are deemed to be more customer focused than others.

The Royal Mail here in England is commissioned by the monarch to deliver
the post to her subjects. They do this by running the Post Offices and
providing a fleet of post office vans to make a letter delivery
service. Obviously for this they charge an amount of money. This is in
the form of stamps. All this is pretty straightforward.

For many years they had a very simple system. You bought either a first
class stamp or, for slightly less, you bought a second class stamp. The
difference was the target delivery timeframe. For first class this was
usually next day, for second class it was a day or so later (although
this was not guaranteed).

However, recently they introduced a system where the postage was related not only to the class of delivery but also the weight and/or dimension of the package. So my A4 size envelope with 10 sheets of paper in it will now cost more to send than my DL size envelope with 1 sheet of paper. Which is fair enough, I suppose.

Last week the postman arrived at my door. He posted two letters through and
a card. I looked at the card. It was notification from the Post Office
that something had been sent to me with insufficient postage. Someone
had tried to send through the A4 envelope but had only paid for the DL
size envelope. Fair enough. Easy mistake to make.

Now here's the stupid thing. The postage was underpaid by 15p. The post office wrote and sent the note telling me the postage was underpaid and informing me that I would need to pay the 15p PLUS an additional £1 administration fee. If I didn't pay it then the letter would be sent back after a period of time.

So let me put this into context. Rather than send the letter to me with the postman (who was coming this way anyway) and asking me to pay the 15p extra, they added a layer of beaurocracy (and cost) which means I will need to pay a 660% premium to get the letter. On top of that I have to go and visit them to get the letter rather than them sending it to me.

So, in effect, someone has paid for the letter to be delivered to me and I now have to pay extra for the letter to be delivered and then go and pick it up myself!

What's wrong with this picture?

Well, from a process point of view it would seem to me that the obvious, customer focused, process would be as follows:

1) Identify amount of underpayment, flag the letter with a sticker
2) Deliver letter to door. Request underpayment
3) If no-one available, then request payment (with admin overhead) by leaving the card
4) Once payment is made, re-deliver the letter.

The overhead in doing this is minimal (The card has to be written and delivered anyway, so why not just knock on my door to see if I'm in).

Or am I missing something here?

"The Way It's Always Been Done" (or how an aversion to change can hurt your business)

If you search this blog thoroughly you'll find reference to the following story, but I wanted to repeat it because I think it highlights a fundamental point when looking at processes: The need to ask yourself "Why?"

A well known UK insurance company was trying to compete with the new on-line insurance companies that could issue a policy document in three days. The current standard for this company was 33 days. A project was launched to understand why. Analysis indicated that after the policy is reviewed and approved (1 day) it was sent to a warehouse in Cardiff, Wales for storage. The state of the art warehouse was temperature and humidity controlled by computer, and stored the policies for 30 days prior to sending the final documents out to the end customers.

Further analysis at the warehouse indicated that the reason this step was taken (and had been brought in from the previous manual system when the computerised warehouse had been implemented) was not entirely clear. Everyone who was interviewed was very positive about the investment in the computer controlled warehouse and was anxious to tell stories about the speed and efficiencies that were gained by not needing men in fork-lift trucks searching for documents from the vast stores. Nobody seemed to know why the documents were stored for 30 days, though. Tracking down the longest serving employee in the company it was determined that was how it had always been done because this step was necessary to allow the policy to dry.


"Allow the policy to dry....?!?!?!"


Apparently back in the mists of time when policies were printed in ink on parchment they were stored for 30 days to allow the ink to thoroughly dry. In todays modern world this step was no longer needed. It was removed and suddenly the insurance company was able to mix it up with the new boys.

The story was told to me by Steve Towers from the BPMG at a BPM conference a number of years ago. Now I have no idea if this story as apocryphal or not and - frankly - I don't care. The reason I like it (and the reason I have retold it dozens of times in the intervening few years) is that it does identify a key problem that occurs when people look at streamlining processes and making them more efficient.
'That's the way it's always been done'
This is the curse of modern society (ironically enough). People are hesitant to change things that have traditionally been done because they think that this will - in some way - cause bigger issues.

I come from a background of heavily regulated industry. This is the sort of place where you need to have 24 people review a document before it can be officially approved. When electronic signatures were introduced into the process it was still felt that all 24 people needed to review each document despite the fact that research showed that, in fact, only about 5 people in each case had input into the review, the others either didn't review it or too so long to review it that the whole approval cycle took forever to complete. Reviewers were added so that they couldn't later come back and say 'Well I didn't know anything about this'.

When we looked at the problem through a different lens we were able to say 'Suppose this document was stored in a central place and you were informed when it was updated, would you be happy to take that as proof that you were informed, given 3 working days to come back with issues and - if nothing is heard - we take it that you are aware and up-to-date?' By adding in this 'Implicit review' step we were able to do several things.

1) We were able to minimise the number of folks reviewing the actual document.
2) We were able to substantially reduce the approval cycle time for a document.

The key was to ignore the way things had been done previously and concentrate on why we need to do things a certain way now.

So take a look around your own organisation and ask yourself the question 'Why are we doing these things? Is it because this is the way things have always been done?"

You might be surprised.


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Flying - a complicated process?

In a recent post I talked about the linkage between golf and process. My contention was that good golf is process based to the point where measuring the appropriate item and focusing on improving the process around that item can reap dividends.

Now I want to expand on that by giving an example where this is not appropriate

Flying.

Last year I got my Private Pilot's Licence and I now spend as much time as I can afford in the 'wild blue yonder' learning as much as I can about the plane, navigation, Air Traffic Control, circuits, VP propellers etc. etc.

It struck me recently that flying is very much process based and usually it is when processes fail that aircraft accidents occur.

Let me give you an example: Most Controlled Flight Into Terrain (CFIT - basically a plane hitting a hill, mountain or rising ground) is a result of several factors: Tiredness, lack of concentration, spatial disorientation, flight into poor weather, lack of communication, wrong pressure settings on the altimeter and poor flight planning. Basically all of these can be solved through an appropriate process.


Tiredness: Business Rule"Don't fly on less than 8 hours sleep"
Lack of concentration: Process step "Follow appropriate check lists when operating"
Spatial Disorientation: Process Step "Follow Instrument readins to remove disorientation"
Flight into poor weather : Decision "Is weather bad? If yes then turn back or land immediately"
Lack of Communication : Process Step "Always contact ATC and keep them informed" plus 'Read back all clearances and permissions"
Wrong presure settings on Altimeter : Business Rule "Review Altimeter setting regularly and confirm setting with ATC"

This is, actually, a rather flippant approach to what is a very complex matter.

Flying is controlled by processes. Check lists, standards, licenses, ratings, reviews, evaluations etc. All of these things apply to pilots worldwide - from folks like me who have less than 100 hours experience on a single-engined plane right through to the guys with thousands of hours flying 747's across the globe. We are all subject to the same standards when it comes to flying.

All of these standards boil down to one thing: The correct way to operate a flying machine. In other words the process of flying. Every plane has a Pilots Operating Handbook (POH). The POH mandates performance envelopes for just about every factor regarding the plane itself: How much fuel it can carry, how much fuel it uses at what speed, how fast it can climb, how high it can climb, what is the best speed to glide the plane in at if there is an engine failure, what's the fastest speed this plane can fly without damaging the structural integrity. In the process world these parameters are either business rules or decision criteria.

Likewise, a pilot has a set of criteria to govern how he flies: Is he approved to fly this type of plane? If he is, can he fly in bad weather, or at night? Can he fly a plane with more than one engine? Can he fly a plane where the cockpit is primarily computer screens rather than the traditional dials?

Even before getting into the plane the pilot has a list of items that need to be carried out - the pre-flight checklist: How much fuel is in the tanks? Has the engine compartment been visually checked for oil leaks? Is the oil level in the engine between acceptable limits? Are the flying surfaces free to move? Is there damage on the leading edges? Do the wheel supports have sufficient travel in them? Are the pitot tubes blocked? Are all the radio aerials attached correctly. Do the flaps extend fully? Does the fuel pump work? Do the radio's work?

The list extends once the pilot gets into the cockpit: Are the dials functioning correctly? Are the circuit breakers set appropriately? Is the compass deviation card present and up to date? etc. etc. etc

Even when talking on the radio there is a set protocol to be followed (In fact you can't use a radio without having passed a specific exam and been granted a Radio Telephony Operators certificate).

All of these things work together to reduce the possibility of misunderstandings, omissions, errors and issues.

But of course problems still occur. So why is that?

Mainly, because there are human factors involved. A large proportion of aircraft accidents have an element of human error as the attribute. The worlds worst air crash (Which occurred between two 747's on the runway in Tenerife in 1974) was caused by a pilot hearing what he wanted to hear on a radio and not what was actually said. This was because he wanted to hear a take-off clearance rather than a delay. A delay would put the crew passed their flight window and result in them not getting back home that evening. He heard a take-off clearance and went, unaware that another 747 was taxying up the runway at that point. The two planes collided in fog resulting in 583 fatalities. At it's basic level this was a process failure because the pilot did not read back the correct clearance and this resulted in a communication error.

Let's come back to earth (so to speak) and talk about something a lot less drastic, but still as dangerous: Carb Icing. Without going into too much detail, propeller planes that are not fuel injected have a carburetor. The carb feeds high pressure air into the engine to allow it to work. however the mere fact that it is high pressure (it is forced into the engine through a constriction rather like putting your finger over part of the end of a hosepipe) means that certain physical forces come into play regarding temperature. The long and the short of it that under the right conditions (i.e when you have lots of moisture in the air and cold air in the carb - or example when you reduce engine power), a large lump of ice can form in your carb and stop your engine. Not what you want! To combat this, engines have a carb heater which can be turned on to remove the ice blocks. They generally work like a treat. However they can't be left on too long as they reduce the efficiency of the engine. Therefore there are key moments when you can add carb heat to be most effective.

The process says you add carb heat when reducing power on a warm day. The process says you add carb heat when making final checks for landing (although you don't keep it on). What the process doesn't say is that you add carb heat during taxying over wet grass on a cold day. However this is another occasion when ice can form.

So is the process wrong? No.

The 'rule' attached to the process says that carb heat should be applied 'whenever conditions for carb icing are present'. Training should indicate that any occasion which would allow moist air to enter the carb under conditions where the temperature is low should warrant carb heating. The problem is that the conditions for carb heating are not always known and understood.

Believe or not carb ice can form in an engine when the outside temperature is 20 degrees celcius. It can also form very quickly so action needs to be taken ASAP. I learned to fly in Florida with very high ambient temperatures, but was still taught to add carb heat at the appropriate time.

All this could lead us to think that even if the process works correctly there are always circumstances where things can fail. This is, of course, absolutely true. What happens when all the process and procedure is followed and there is a technical issue with the carb heater? Answer: The engine will probably starve through lack of oxygen, stop working and you will be forced to follow a different procedure that of an emergency landing.

"But isn't flying a skill rather than a process": I would maintain (in a similar way to my golf analogy of recently) that the skill comes in the application of the process to the best ends. Good pilots are those who have technically applied the process to a finite degree of skill. The guys who know exactly the correct approach path to bring a plane down at it's POH operating speed and bleed the airspeed off until it stalls right onto the ground without a bump or a jump. These are the guys who are following the process in exactly the right way. The pilots who drop the plane from a height after realising they are going to overshoot the runway, slam the wheels onto the tarmac, bounce (or 'porpoise') three or four times down the runway and then wear the brakes down trying to stop before reaching the end are the ones who haven't followed the process correctly.

Being a good pilot actually means being a skillful process follower!



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All information is Copyright (C) G Comerford