The 3 Truths Of Systems

1. Complicated systems impede, simple systems thrive.

If you want a system to be followed, make it straightforward, i.e., easier to do properly than improperly. Scanning a bar code is easier and more accurate than punching in a price. Transferring a call to voice mail is easier and more reliable than writing down a message.

We have a tendency to be overly ambitious in system design. We miscalculate how many steps our employees can remember, how much they will comprehend, and how much time they will have.

We create systems with information we might not need instead of what we can reasonably expect our staff to fill in. In the heat of battle, they guess which details are important and skip the rest. Effective systems are those that people will be inclined to follow.

2. Everyones responsibility is no ones responsibility.

A lot of the tasks involved in running a store can be performed by almost any staff member, such as taking inventory, organizing merchandise, putting out stock, maintaining signage, and the like. Sometimes these are considered general assignments; everyone should do them during their free time between customers.

However, jobs that are everyones responsibility are hardly ever done well or frequently, and what is occasionally overlooked soon become lowered standards. Tasks are carried out more dependably when they are specifically assigned and become part of someones everyday routine.

3. A problem is fixed only when the source is fixed.

When things go wrong we rush to deal with the issue. When a customer is not pleased, we apologize and make it up to them. When the books dont balance, we look for the discrepancy. When a product is out of stock, we order more. When inventory doesnt add up, we count and correct. When displays are disorganized, we arrange them.

We fix the problem but dont always think about how it came about. Why was the customer unhappy? Why did we make the bookkeeping error? Why did we run out of stock? Why were our inventory numbers inaccurate? Why were our displays in a mess? When we focus on the symptoms and fail to address the disease, we will only end up encountering these problems repeatedly.

To solve a problem, we have to fix its underlying cause. Often, this means improving the system to expect and deal with it or developing other peoples skills to handle it.

by: Edwina Simons

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