↑ Return to Organisations

Analyses of scope

  • When the actual value of a cardinal is so far off target that alarm bells ring, a fast and comprehensive process is needed whereby the manager of the unit involved can establish the most likely causes of the problem, where best to act and how


  • The analysis is a diagnostic process, essential because there may well be more than one cause and more than one possible ‘treatment’ e.g. expand markets, go for a higher return, improve process productivity, cut material waste, redesign products or services

  • If a cardinal set of measures is in place, and well deployed, then the analysis should not take long – if not, someone has to get the data, and quickly, before any serious damage is done    

 

  • The key is to aim to improve the performance of the whole organization, process or task, not any individual part – to avoid suboptimising

 

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