Use of Checklists

by Chas Bonner

As organizations become larger and more complex, details and follow-through often fall through the cracks. One can trace the loss to numerous sources, some direct, some indirect, some important and some not. The question becomes: How does a growing organization prevent loss of information which inevitably creates loss of productivity and performance, and eventually loss of customers?

To prevent details, data, and responsibilities from getting lost, there are a myriad of different courses that can be followed. We have found that one of the best is the use of checklists to which we can refer to make sure all tasks are covered. Furthermore, this checklist can be used by everyone in the organization so each of us knows the tasks that must be done, and the expected outcomes. The lists serve as useful reminders.

Each step of each process is owned by one person, not by the organization or it will suffer what we call “The Dilution of Responsibility Theory”---when everyone is responsible, no one is responsible, and therefore no one can be held accountable. Even if it is a business checklist, responsibility for each step must be owned by an individual.

At Scythe & Spade, one of the methods we use to make sure activities are known and understood is our daily “tailgate meetings.” During these 5-10 minute meetings, each of us outlines his or her checklist of activity for the day. In doing so, it reminds others of necessary follow-up, it triggers new activity, and it reminds us of overlooked things that would otherwise fall through the cracks---sometimes permanently.

Comments

[Tom Reynolds, PIC]

I see the phrase "taking ownership" of a matter (problem, opportunity, threat) to the team another way towards progress and continuous improvement.
But one more scheme occurs to me: Environmental monitoring systems. Crop monitoring systems can automate data collection and sow the ehntire organization how the crops are responding to mgmt. decisions and environmental effects. These then become useful at year-end for ascertaining yield, profit, and feedback to changes in practices.