Zero-fault culture

Efficiency and optimization is not just about technology, but equally about people and change processes. One of the major obstacles on the road to a more dynamic work process is the fear of making mistakes or being afraid to speak your mind out loud.

The purpose of creating data that can give a true and fair view of production is not to monitor employees. Monitoring does not create higher productivity. We do not need to mention the ethical and moral challenges here, but think for yourself.

Data can be collected to create knowledge about stop-and-age causes and other contexts in production. Data can be analysed, a fairly objective truth can be created, and from there it is possible to plan for improvements.

Capture, analysis and process improvements

Zero-fault culture exists in many places. For example, there is a race among army officers to get to the next level, and this can either be done by being exceptionally skilled yourself, or the other candidates for promotion making mistakes.

This should not be the case in a factory production. In the good company you can collect data, analyse and present results. Many choose to have great openness about what works and what doesn’t. The result is that a team can plan improvements themselves because they have access to good data about their production.

Process improvements create higher productivity, and data collection is only part of the method.

The results should be celebrated

Changes produce both results and errors, and the results should be celebrated. When a process change turns out to be ineffective, then it’s time to consider why, and it can create a new iteration.

It is the journey that is interesting, and the work on process improvements never ends. You have to be prepared for that, including at the management.

If you are a manager, there are seven tips at Incubator for management: lederweb.dk/artikler/7-raad-saadan-skaber-du-en-kultur-med-plads-til-at-fejle/.

Culture delivers long-lasting results

When new employees join a team, they meet the culture. If it is a zero-fault culture, then you can expect them to change negatively quickly. If there is low psychological reassurance and a high level of criticism when mistakes occur, the result will be apathy and disclaimer.

Zero-error culture is the opposite of process improvements.

Working with transparency on data combined with joint analyses and action plans can instead be a major boost for productivity. You can also expect that the job satisfaction comes with it.