accountability 2010
TRANSCRIPT
The Historical Role Model of Accountability
DEFINITIONS
ACCOUNT: A statement, description, or explanation;
To describe, justify, or explain.To breakdown by categories.
ACCOUNTABLE: Answerable; bound, required, or
obligated to give an explanation.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
Accountability Problems
• In some places “accountability” simply means punishing the person closest to the event with adverse consequences after it happens.
• In these places the word is already poisoned, making healthy accountability that much more difficult to explain.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
Basics Of QualityA known designated person is accountable for thequality of each action, task, evolution and project.
FOUR LEVELS OF DEFENSE OF QUALITY
FOUR ELEMENTS OF QUALITY
MANAGEMENT EXPECTATIONS FOR CORRECTIVE ACTION
TWO HUNDRED PERCENT ACCOUNTABILITY AT EVERY INTERFACE
1st Individuals and Work Groups
2nd Supervision and Management
Define the right job.
Meet all valid requirements.
Do it right the first time.
Serve the needs of the customer.
People are expected to find their own quality problems.
Quality problems get immediate permanent corrective action or prompt interim compensatory measures.
Causal factors and generic implications are determined and corrected.
Effectiveness of corrective action is monitored.
Self-assessment deficiencies are treated as problems in their own right.
Every user is 100% accountable for the quality of the products and services accepted.
Every provider is 100% accountable for the quality of the products and services provided.
3rd Independent Assessment
4th External Assessment
PLAN
DOMONITOR
ADJUST
WHY ACCOUNTABILITY WORKS
WHEN PEOPLE KNOW UP-FRONT THATTHEY ARE ACCOUNTABLE, THEY DOWHAT IT TAKES TO GET IT RIGHT THEFIRST TIME.
WHEN MGRS AND CUSTOMERS ASKABOUT ACCOUNTABILITY AFTER THEEVENT OR PROBLEM, PEOPLE GET THEIMPRESSION THAT THEY ARE SERIOUSABOUT QUALITY.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
ELEMENTS OF ACCOUNTABILITY
item of accountability
attributes accountable for
person having accountability
person accountable to
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
ACCOUNTABILITY PRINCIPLES
1. Every particular process, procedure, product,program, project, and evolution is owned by a particular individual.
2. The owner is accountable for its quality.(The standard definition of quality applies.)
3. Every problem is owned by the owner of theitem in which the problem exists.
4. Owners are accountable for preventing recur-
5. Unclear accountability is a managementrence of problems.
Issue.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
ACCOUNTABILITY AT INTERFACES
Customer's share: 100%Provider's share: 100%
Total: 200%
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
WHAT HAPPENS WHEN ACCOUNTABILITY
1. Personal success results only from functional
2. Quality problems get detected by the owners.3. Quality problems do not recur.4. Interfaces are characterized by teamwork.5. Everyone knows who the owners are.
success.
IS STRONG
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
ACCOUNTABILITY CONSIDERATIONS
Who was the provider?
How was the provider aware of the accountability?
Who was the customer?
How was the customer aware of the accountability?
What were the roles of the immediate supervisorswith respect to accountability?
What self-assessment of the accountabilitieswas done?
FOR PROBLEMS AND ISSUES
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
POTENTIAL ACCOUNTABILITY ACTION ITEMS
1. Discuss accountability in every planning session.
2. Ask about accountability in every progress reviewmeeting.
3. Express problems in terms of accountability
4. Discuss accountability in critique meetings.
5. Use every problem as an opportunity to clarifythe accountabilities of the provider, the customer,and their bosses.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
“Holding” a person accountable does notalways get them to act accountably.
Getting them to act accountably is whatgets results.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
AUTHORITY & ACCOUNTABILITY
A person is always authorized to report aproblem.
Lack of authority is never an acceptable excuseafter a item of accountability has been missed.
Authority can be negotiated with the person towhom one is accountable.
People frequently obtain that which they are notauthorized to require.
Some problems involve people not obtaining thatwhich they are authorized to require.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
USMC PLATOON LEADERPRINCIPLES:
1. TAKE THE HIGH GROUND.
2. TWO STEPS FORWARD, ONESTEP BACK.
3. HOT CHOW FOR THE TROOPS.
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
NUCLEAR ACCOUNTABILITYPRINCIPLES:
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
ACCOUNTABILITY & APP. B
! I(1)(2): retaining responsibility
! I(3): authority & duties: persons andorganizations
! II(3): organizations and functions
! II(10): regular review of status andadequacy
! VII: control of contractors
! XVI: conditions adverse to quality
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
APPROPRIATE TO THE CIRCUMSTANCES
SITUATION
PEOPLEINFORMATION
COMPLEXITY
RISK
ENVIRONMENT
TRAINING
EXPERIENCE
SUPERVISION
REVERSIBILITY
PROCEDURES
DRAWINGS
LABELING
INSTRUMENTATIONORGANIZATION
ACCOUNTABILITY
COMMUNICATIONS
PRE-BRIEFINGS
TASK
COMPATIBILITY
CONGRUENCE
CONSISTENCY
APP. B
CRITERION V
© 2010, William R. Corcoran, NSRC Corp., 860-285-8779, [email protected]
