Work in progress...
Typically, in a dealership when something goes wrong and a customer is upset, the dealer is forced to spend money to fix it. He then asks why it happened, to blame someone, to prevent it from happening again, etc. What response does he get? Excuses...
The problem is most managers were high performing commissioned employees that were promoted but not trained to be a manager. A few do well, but most just struggle. They are reactive, not proactive.
We started with 4DX, but it wasn't executed properly and only a few were involved. It certainly didn't live up to its hype of a company wide execution system for the the most important priorities.
This is a book promoting a systems approach to running a business.
Each part of the business is an independent system, documented and improved from the ground up.
As an owner, you should spend your days managing the systems that are creating the results. Working on your business, not in it.
What Box - Verb and Noun
Why Box - Not a verb and noun. Powerful tool to help generate discusions about how the process really works
The biggest failure is spending the time mapping processes and not using them. The person doing the mapping is usually the only one that knows the process. So, how do you make sure everyone is strictly following processes?
Make process reviews a priority when a breakdown happens.
What does that mean?
We need to encurage others to question the processes, always looking for ways to improve them. This is how we make sure the processes are correct and constantly improving. Empower others to make changes, but every change must be reveiwed and authorized to before its implemented to everyone.
More process reviews
Empowering people to do the right thing is more important than following a process. The managers job is to review all changes that happen instantly whether on purpose or not.
Problems become opportunities to improve processes
The first process mapped should be process reviews