You don’t think a problem is getting the resources it needs to fix it.

It can be extremely frustrating to be asked to participate in continuous improvement efforts, only to feel like your calls for help fall on deaf ears. Frequently, though, solid data and real world examples act like amplifiers to make the problem you are addressing stand out.

Problem

You don’t think a problem is getting the resources it needs to fix it.

How this affects you

You have identified a difficulty, but you can’t seem to convince your boss how serious the situation is. You’re not only aggravated by the ongoing problem, but you are also concerned by the lack of support and resources. 

Action to Take

Make sure you talk with your boss in specific terms.  Do not generalize or give wide, sweeping statements—those rarely get much attention at all. Consider which of the following you think a manager will listen to more: “Customers hate the new policy,” or “Since the new policy started, FakeCo Construction and five other customers have cancelled their accounts.” If you can’t find actual examples to back up your claim, you should probably question your original statement. Linking your examples to the company’s quality, delivery, and cost goals makes them carry more weight. If FakeCo left because of on-time delivery (OTD) issues, use the actual delivery history, or bring in a stack of e-mail complaints when trying to convince your boss of the need for resources. 

Why this works

The Why this Works section is only available in print copies of Whaddaya Mean I Gotta Be Lean?