The Dirty Two Dozen

Customer Frustrations Caused by Ineffective Executive Management

Summary

Often, the question is asked for evidence of poor executive effectiveness. Similarly, executives ask, ‘What must I do differently?’ It is the responsibility of executive management to look ahead using the best statistical methods and knowledgeable assistance possible:

• To forecast demand levels for processes five, ten, and more years into the future.

• To identify which innovations, redesigns, and new process designs are desirable now and later.

• To determine which processes require greater effectiveness, considering the philosophy, principles, methods, knowledge, funding, and new services needed.

• To learn and apply practical scientific methods in managing departments, bureaus, divisions, agencies, and sections, working with staff and outside providers to continually enhance service quality.

• To engage with and motivate staff trained in the science of improvement to enhance quality and shorten the time needed to serve customer needs.

Executive management must view the organization as a system of common causes for process variation and effectiveness. Customers experience poor service or low product value when processes fail to meet their needs when and where they expect, at a fair price. Evidence of poor effectiveness is present in each of the twenty-four causes shown below. Unfortunately, there are more; these examples reflect common executive thinking and behaviors that influence what their system delivers.