Blog
Feb 07

The Sweet Spot: intersection of Process, People and Performance

A recent question from another blog was: What is the biggest misconception about your particular industry? I serve many industries, and I feel that one of the biggest misconceptions about these industries is that there is more of a focus on ‘the process(es)’ verses ‘the people’ that must execute the designed processes.

Now, at some companies there may exist too much focus on the process and not enough on the people that must execute the process. Considerable effort is expended laying out the process, making it ‘Lean’, evaluating the risks involved in the process (Failure Mode and Effects Analyses, FMEAs), and ensuring it is ‘systematic’. Not enough effort is put forth in ensuring the right people are doing the right job (skills, abilities & desires), they are trained to execute the job, and they have the tools and resources to be successful.

We have left off a third critical factor: Performance. So, a best practices approach is to consider three things: Process, People and Performance. A well-designed strategy combines these three primary focal areas for success. You can have a lean process with little waste, and have well-trained associates executing the process; however, how is success measured? This is a critical question and must be addressed for success.

About The Author

Rick is the President, CEO, and founder of Competitive Edge Performance Solutions, headquartered in Charleston, South Carolina. Rick has over 30 years of experience in management, and over 25 years of training experience. Rick has developed highly effective training materials and models in many disciplines and has taught these sessions all over the United States. Rick specializes in leadership, teamwork, management systems, systematic process improvement, strategy, continuous improvement, project management, performance management, innovation, re-engineering, organizational development, auditing strategies, risk management, executive coaching, and human resources management. Rick has been involved in the writing of many national guidance manuals associated with organizational management, environmental management, Lean Six Sigma, and continuous improvement. Rick is an adjunct professor at a Charleston college. As a professor he teaches management, strategy, communication, quality, auditing, and human resource management courses.