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Case Study | Tighten Belts Example Procedures.

| Gerry Rowe

It’s very difficult, possibly impossible to develop high-performance teams when there is no accountability.

All procedures are preceded by a meeting of agreement.

Without writing out a procedure and no support from the managers, addressing issues and solving problems without anyone taking responsibility can block people from developing; teams can cause problems but can also fix problems. Although it’s a slow process if it’s no one’s job, then it’s no one’s responsibility. If it’s no one’s responsibility then no one is accountable, so things won’t get put right or done in the first place.

ASL Limited fleet of tankers ready to handle any drainage job
This powerful tanker can vacuum long distances from the road 

Create a culture of success.

We have a large 26-ton lorry with a specially designed powerful vacuum tank on the back, driven by a set of belts.

Specially designed powerful vacuum tank.
Specially designed powerful vacuum tank.

The Tankers' powerful engine could be left until it breaks down as a result of no maintenance.

The manager is responsible for:

  • Belts slipping
  • Powerful vacuum breaks down
  • A lack or no training, 
  • No repeat training. 
  • No procedure in the office

Consequently, if belts are allowed to slip, there’s a high risk they can’t do the work on that day as a result of it not working.

The actual cost of this would not be financial alone:

  • £600-£1200
  • Angry and frustrated customer
  • Demoralized men, office personnel, under managers, and event the owner of the company!

To prevent this from happening we can follow a procedure to ensure the machinery is booked in for regular service. This can be planned in advance around active jobs to ensure it always runs at maximum capacity.

Procedure example to follow: Tightening of belts to run the vacuum

Rachel who normally books the Tankers, (in a digital diary) has back up in the under manager, who can book in the services in Rachel’s absence.

Booking service for tightening the belts

  1. An alarm ring alerts; that the belts need to be ordered or checked, that they’re in stock. (The same alarm alerts to the under manager and the manager)
  2. Rachel contacts (via email) the manager and informs him that the belts have been ordered.
  3. Seven days after another alert checks to see if the belts have been delivered and record the response.
  4. After further five days, Rachel checks again. i.e. 10 days from order the belts will have been delivered.
  5. After 20 days Rachel will report to a manager. If she feels there is no cooperation! she must report this to the manager in writing. Otherwise, as per the procedure, Rachel is now responsible for the breakdown.
Inside the ASL Limited head office in Guildford
Inside the ASL Limited head office in Guildford

The same action the same procedures as above will apply to the under manager

  1. Alarm rings alert that the belts need to be ordered or check to see that they’re in stock (The alarm alerts the under manager and the manager)
  2. The under manager reassures the manager and informs him that the belts have been ordered. 
  3. Seven days after another alert check to see if the belts have been delivered and record the response, via email.
  4. After further seven days The under Manager checks again. Ie. The belts have been delivered.
  5. After 21 days The under manager will Report to the manager, via email. If he feels there is no cooperation he must report this to Helen in writing.
  6. Otherwise he/she books in the tightening of the belts including the service so it’s not missed.

If the procedure is followed, there is little chance the belts will be forgotten and the mishap or the risk of losing a whole day can be avoided. 

Toolkit for success

In the event the situation does fail then the procedure will show who is responsible. Whilst it is not healthy to focus on blame, it should motivate the team to be responsible for their part in each task. 

If the team member is not motivated to take that responsibility then the manager is included in that lack of responsibility. The result is a written warning and accountability must be recorded as per the procedures.

This kind of procedure is designed to make it easier for every team member to understand and carry out their part in the team effort to keep everything running smoothly. Procedures in this sense can be thought of more as a ‘toolkit for success’ that helps measure good effort and results rather than a stick to beat you with (metaphorically speaking of course!). 

If you would like to talk about a 'toolkit for success' with Gerry please give him a ring on (07713) 680 902

If you think we can help you too, then get in touch on 0800 181 684. We could help solve your drainage problems fast.

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