In the first case, we will start Iran WhatsApp Number List the prism given by the client and open up to other related subjects since the Information System, ERP or others, is only a tool at the service of users and an organization. In this example, the information system prism gives us good hope of recovering qualified and quantified data, in any case easily quantifiable, either because there are traces, or because an organization of support or maintenance in conditions operational records the requests and instructs them in management tools.

In the second case, we will have to conduct interviews and retrieve documents and data to cross our data sources as much as possible. And sometimes on soft matter (example: the quality of the collaboration between two operational staff working together) and in particular in SMEs, there are few formalized things (of course on production, we can have quality procedures if the company is ISO xxxxx: yyyy certified) but on the support functions this can be very limited. The consultant quickly finds himself with interview reports on which he will have to rely considerably to cross-reference and consolidate his analyzes.

Organizational audits of varying scope

However, at one point the consultant finds himself dissatisfied. It certainly has cross-data but few sources other than the interviews. In addition, his professional experience can sometimes be offset with respect to his client, and in any case all clients tell us “no, but with us it is not the same, we have a particular and specific operation”. I think I heard this almost at every mission, in every company and in every country “oh yes, but we in France are not the same, the Belgians this, the Dutch that


When companies or administrations call us to analyze a situation, either it is precise and focused on rather hard material (example: “my ERP does not manage to run correctly: in stores, it becomes hell” ), or it’s blurry, wide and focused on rather soft material (example: “There is a bad atmosphere, tensions: in stores, it becomes hell”). The first thing to do in these cases is of course to have your reports validated or to give validation deadlines (and observe what happens). ”. So how do you do it! I suggest you use a tool, buried in your panoply of consultant or master Black Belt Lean 6 sigma, very practical and which can be of great help to you in this kind of situation.

The cause tree – the cause – consequence analysis

That’s it you have all your material. All your interview reports are complete and validated. You have recovered some additional elements, but anyway your interlocutors tell you that it is an SME and that there is not much formalized. Never mind… You will first do a brainstorming workshop with your team (or with yourself even if you are alone on your audit). And you embark on a hypothesis generation exercise. This generation of hypotheses aims to give you a first picture of the situation, surely not a truth but at least you will have directions in which to dig your analyzes and the future will tell you if these

The great thing is that, in doing so, you will have to identify what seems most plausible to you in the cause and effect links between two problems. It’s not an exact science, but often your understanding of the situation allows you to position yourself on the meaning of the relationship. In any case, you will have a good working basis to finalize this cause – consequence analysis with your client. The first interest of the tree of causes is therefore to force yourself to think, and in particular to review your generation of hypotheses from a different angle. What are the stages of this reflection:

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