Clear lines of responsibility keep highly functional cross-trained teams error free.

I was recently visiting a neighboring company. During a conversation about management “bench strength” I was shown the company’s organizational chart and it was virtually incomprehensible to me. On the chart, there were a lot of people who seemed to be responsible for the same functions, and it was impossible to understand exactly which person had ultimate responsibility for any area. In short, it seemed like everyone was involved in everything while no one was responsible for anything.

This got me thinking about my staff, and how so many companies – especially smaller companies – are organized. I have always expounded the virtues of smaller, leaner organizations and how smaller companies can have a real advantage when their employees are fully cross-trained. Indeed, bench strength certainly implies significant cross training as well as repetitition within the management and employee ranks of an organization. My neighboring company was proud of the depth of their bench strength within the company. But when does the quest for a fully cross-trained staff cross the line to becoming a blurred organization of too many people trying to do the same task at the expense of quality, service, and the customer?

I don’t think there is a manager out there, whether of a design firm, a circuit board manufacturer or any organization, that is ever satisfied they have adequate cross training or enough backup. I know that I wish that I had more and better in those departments. However, when I really look at problems that seem to derail an otherwise great shift, day, week, month, or quarter it inevitably was not the lack of cross-training, but instead a blurred line of responsibility that
caused the mess.

When it comes to baseball, when everyone in the outfield can field the ball, the lines often get blurred. We all know the short stop and the second baseman are the “go to guys.” So when a third baseman goes for a ball either he or the short stop could have made, and misses, whose error is it? Usually it’s going to be blamed on the third baseman – but was it really a communication error that ultimately led to the error?

The same thing can happen in manufacturing, especially in facilities with many cross-trained employees. Most employees want to go that extra mile to help out. As an example, a job enters a department where there are at least two employees trained and available to process the job. One employee does the job routinely; the other has been cross-trained to do the job but usually works in a different department. If the communication lines are blurred, the cross trained, but less experienced employee may take the lead on a job that could be either critical or beyond their skill level. As a result, an error can occur that is not caught until final inspection. How could this error have been avoided? There is a good chance that blurred lines of responsibility are at the source of the problem and if so, then everyone needs to focus on improving communication so to clarify when and by whom tasks are to be performed.

As much as we all need to strive for greater bench strength and increased flexibility via cross-training, we need to make sure that everyone knows who is responsible for each process and task within the organization. Lines of responsibility should be reviewed on a regular basis to make sure that they are not becoming blurred. Having fully cross-trained personnel means that while many could do a given task, normally only certain people should be performing those tasks.

Not sure how your company stacks up? Well, if you have an organizational chart where lines are all dotted or keep crossing back and forth between employees, you have a communication error waiting to happen! The simple solution is to make sure that every cross-trained employee knows under what circumstances they are expected to step in to get the job done. And everyone needs to know when he or she should not perform a task they have been cross-trained to do. Situations such as overly complex or time critical jobs may not be the place for someone with less experience to use their cross-training skills.

Building an organization that has exceptional skills, and highly functional, cross-trained employees resulting in bench strength that enables an organization to take on exciting new customers and applications should be the goal of all organizations. Equally, making sure that a reality check is in place so you know in which situation, and under what scenario a cross-trained employee is needed is the job of management. Whether it’s a first line supervisor or senior corporate manager, keeping the lines of responsibility clear and reducing the “blurring” that causes errors is just as important as the cross training itself.

Periodic bench strength and organizational reviews should be conducted at all levels. If you find that the organization chart is a cobweb of  duplicate reporting and unclear areas of responsibility, then pull your managers together to start documenting responsibility to minimize any potential for misunderstanding.
No organization can afford errors, especially while diligently working to develop true bench strength. Don’t let a well-trained team cause needless errors because of blurred lines of responsibility. Make sure everyone knows how to step in, and when their skills are appropriate and needed. PCD&F

Peter Bigelow is president and CEO of IMI (imipcb.com); This email address is being protected from spambots. You need JavaScript enabled to view it..