Problem Solving Skills

1) Analyze the root problem. (Not alert, not humble as people assume they are all correct when they are all wrong). Do a complete analysis of the entire problem and get the whole picture.

2) Do all probable consequence analysis of root problem. To determine the severity of the root problem.

3) Identify key stakeholders and owners of root problem. Identify each and every stakeholders' needs dimension. Identify current SOP & protocol of the process

4) Implement fast and clinical solution to the root problem, e.g. instant service recovery.

5) Slow service recovery is dependent on stakeholders' attitude and receptivity to the owners.

6) Owners should understand stakeholders' emotions and mindset and try to address their pre-existing issues first - Display of human kindness during slow service recovery

7) Do a GAP analysis to understand which part of the section has caused this problem and coach owners to close up the gaps. Implement -ve reinforcement if similar problem occur in the future.

Learning Points 26Aug10

1) Understand your staff well, job scopes. Do a master leave planning of all staff.

2) Events planning outline should always cover 2 major aspects:
a) Manpower
b) Area

3) Every executive staff must have a shadow (2nd Line). For leave cover and for resignations/terminations.

4) All events must have a vision and theme so event actions will be aligned.

5) Always give away credit to the junior staff in front of big bosses and in front of the staff that you are giving credit away.

Learning Points 23Aug10

Purposeful Recruitment
1) Ask yourself why are you recruiting this person. Does it satisfy organizational purposes or your immediate needs?

2) Are jobs being created just because somebody else are not doing their jobs well thus leading to a bottleneck.

Sensitivity Analysis
1) Anticipate the next problem that will arise due to changes of parameters, micro & macro level

Create a culture of enquiry

When a public good is free, everyone will utilise it no matter what. Increasing service level might not equate to increase service efficiency

Implementation Culture
1) Just do it first
2) Improve on "just do it" item along the way
3) If prototype is good, do it organizational wide, i.e. replicate big scale. (Pass on the knowledge and to achieve common look and feel.)

Ask for trouble from your key stakeholders in order to improve.

COO comments

It's good that you see it as a problem that we need to focus.
Do not focus on the problem and solve it. Focus on the bigger picture: The value proposition in the value chain.

You see it as a problem, I see it as an opportunity. =)

Ops Executive Comparison

Attached to Ops Dept today.
Worked with an executive to start an patient's NOK visitors mgt system.

Noticed the difference between myself & the ops executive (6years exp, 3yrs in here, 3yrs other Companies)

GAPS
-> Doesn't see the need to clear proposal with her superior after COO's framing
-> Doesn't pin a deadline for action items for process owners
-> Doesn't map a process flow chart for flow clarity and to systematize it.
-> Doesn't update projects with superior as claims superior is very busy.
-> Doesn't plan physical setup & "soft" for visitors mgt desk
-> Doesn't adhere to timeframe set forth to her. Even if tied up with CEO, she felt there's no need to update A&E committee on revised timeframe.

LEARNING PTS
-> Work on pre-existing documents to improvise script instead of reinventing
-> Able to execute action items proposed to her exactly
-> Pro-active in customer(patient) relations by walking with them

OTHERS
Here:
1) Do it first and seek forgiveness later. Executives are empowered to make ground decisions without clearing with superiors. Leaders only give input and suggestions after seeing execution
2) If it fails, it fails. It is okay to fail. CEO: "We all make mistakes"
3) Emphasis on operation excellence within dept which will lead to organization operational excellence.

There:
1) Work shld be cleared by key leaders before executing. Leaders control most decisions.
2) If something fails, make it work. If really cannot work, do After Action Review to salvage items or to seek approval to abandon. e.g. timetable
3) Emphasis on organizational wide operational excellence then dept operational excellence