{"id":2346,"date":"2012-11-24T13:36:57","date_gmt":"2012-11-24T13:36:57","guid":{"rendered":"http:\/\/www.saasoft.com\/blog\/?p=2346"},"modified":"2012-11-24T13:36:57","modified_gmt":"2012-11-24T13:36:57","slug":"the-three-rs","status":"publish","type":"post","link":"https:\/\/hcse.blog\/?p=2346","title":{"rendered":"The Three R’s"},"content":{"rendered":"

\"\"<\/a>Processes are like people – they get poorly – sometimes very poorly.<\/p>\n

Poorly processes present with symptoms. Symptoms such as criticism, complaints, and even catastrophes.<\/p>\n

Poorly processes show signs. Signs such as fear, queues and deficits.<\/p>\n

So when a process gets\u00a0very poorly\u00a0what do we do?<\/p>\n

We follow the Three R’s<\/strong><\/p>\n

1-Resuscitate
\n2-Review
\n3-Repair<\/p>\n

Resuscitate<\/strong> means to\u00a0stabilize the process so that it is not getting sicker.<\/p>\n

Review<\/strong> means to quickly and accurately diagnose the root cause of the process sickness.<\/p>\n

Repair<\/strong> means to make changes that will return the process to a healthy and stable state.<\/p>\n

So the concept of \u2018stability\u2019 is fundamental\u00a0and we need to understand what that means in practice.<\/p>\n

Stability means \u2018predictable within limits\u2019. It is not the same as \u2018constant\u2019. Constant is stable but stable is not necessarily constant.<\/em><\/p>\n

Predictable implies time – so any measure of process health must be presented as time-series data.<\/p>\n

We are now getting close to a working definition of stability: \u201ca useful metric of system performance that is predictable within limits over time<\/em>\u201d.<\/p>\n

So what is a ‘useful metric’<\/em>?<\/p>\n

There will be at least three useful metrics for every system: a quality<\/strong> metric, a time<\/strong> metric and a money<\/strong> metric.<\/p>\n

Quality is subjective. Money is objective. Time is both.<\/p>\n

Time<\/strong> is the one to start with – because it is the easiest to measure.<\/p>\n

And if we treat our system as a ‘black box’ then from the outside there are three inter-dependent time-related metrics. These are external process metrics (EPMs) – sometimes called Key Performance Indicators (KPIs).<\/p>\n

Flow in – also called demand<\/strong>
\nFlow out – also called activity<\/strong>
\nDelivery time – which is the time a task spends inside\u00a0our system\u00a0– also called the lead time<\/strong>.<\/p>\n

But this is all starting to sound like rather dry, conceptual, academic mumbo-jumbo … so let us add a bit of realism and drama – let us tell this as a story …<\/p>\n

[reveal heading=”Click here to reveal the story …<\/strong>“]\u00a0<\/p>\n

\n

Picture \"\"<\/a>yourself as the manager of a service that is poorly. Very poorly. You are getting a constant barrage of criticism and complaints and the occasional catastrophe. Your service is struggling to meet the required delivery time performance. Your service is struggling to stay in budget – let alone meet future cost improvement targets. Your life is a constant fire-fight and you are getting very tired and depressed. Nothing you try seems to make any difference. You are starting to think that anything is better than this – even unemployment! But you have a family to support and jobs are hard to come by in austere times so\u00a0jumping is not an option. There is no way out. You feel you are going under. You feel are drowning. You feel <\/em>terrified and helpless!<\/em><\/p>\n

In desperation you type \u201cManagement fire-fighting\u201d into your web search box and among the list of\u00a0hits you see \u201cProcess Improvement Emergency Service\u201d.\u00a0\u00a0That looks hopeful. The link takes you to a website and a phone number. What have you got to lose? You dial the number.<\/em><\/p>\n

It rings twice and a calm voice answers.<\/em><\/p>\n

?\u201cYou are through to the Process Improvement Emergency Service – what is the nature of the process emergency?\u201d<\/em><\/p>\n

\u201cUm – my service feels like it is on fire and I am drowning!\u201d<\/em><\/p>\n

The calm voice continues in a reassuring tone.<\/em><\/p>\n

?\u201cOK. Have you got a minute to answer three questions?\u201d<\/em><\/p>\n

\u201cYes – just about\u201d.<\/em><\/p>\n

?\u201cOK. First question: Is your service safe?\u201d<\/em><\/p>\n

\u201cYes – for now. We have had some catastrophes but have put in lots of extra safety policies and checks which seems to be working.\u00a0But they are\u00a0creating a lot of extra work and pushing up our costs and even then we still have lots of criticism and complaints.\u201d<\/em><\/p>\n

?\u201cOK. Second question: Is your service financially viable?\u201d<\/em><\/p>\n

\u201cYes, but not for long. Last year we just broke even, this year we are projecting a big deficit. The cost of maintaining safety is ‘killing’ us.\u201d<\/em><\/p>\n

?\u201cOK. Third question: Is your service delivering on time?\u201d<\/em><\/p>\n

\u201cMostly but not all of the time, and that is what is causing\u00a0us the most pain. We keep getting beaten up for missing our targets.\u00a0\u00a0We constantly ask, argue and\u00a0plead\u00a0for more capacity and all we get back is \u2018that is your problem and your job to fix – there is no more money\u2019. The system feels chaotic. There seems to be no rhyme nor reason to when we have a good day\u00a0or a bad day. All\u00a0we can hope to do is to spot the jobs that are about to\u00a0slip through the net\u00a0in time; to expedite them; and to just avoid\u00a0failing the target. We are fire-fighting all of the time and it is not getting better. In fact it feels like it is getting worse. And no one seems to be able to do anything other than blame each other.”<\/em><\/p>\n

There is a short pause then the calm voice continues.<\/em><\/p>\n

?\u201cOK. Do not panic.\u00a0We can help – and you need to do exactly what we say to put the fire out. Are you willing to do that?\u201d<\/em><\/p>\n

\u201cI do not have any other options! That is why<\/strong> I am calling.\u201d<\/em><\/p>\n

The calm voice replied without hesitation.\u00a0<\/em><\/p>\n

?\u201cWe all\u00a0always have the option of walking away from the fire.\u00a0We all\u00a0need to be prepared to exercise that option at any time. To be able to help then you will need to understand that and you will need to commit to tackling the fire. Are you\u00a0willing to commit to that?\u201d<\/em><\/p>\n

You are surprised and strangely reassured by the clarity and confidence of this response and you take a moment to compose yourself.<\/em><\/p>\n

\u201cI see. Yes, I\u00a0agree that I do not need to\u00a0get toasted personally\u00a0and I understand that you cannot parachute in to rescue me.\u00a0I do not want to run away from my responsibility – I will tackle the fire.\u201d<\/em><\/p>\n

?\u201cOK. First we need to know how stable your process is on the delivery time dimension. Do you have historical data on demand, activity and delivery time?\u201d<\/em><\/p>\n

\u201cHey! Data is one thing I do<\/strong> have – I am drowning in the stuff! RAG charts that blink at me like evil demons! None of it seems to help though – the more data I get sent the more confused I become!\u201d<\/em><\/p>\n

?\u201cOK. Do\u00a0not panic.\u00a0\u00a0The data\u00a0you need is very specific. We need the start and finish events for the most recent one hundred completed jobs. Do you have that?\u201d<\/em><\/p>\n

\u201cYes – I have it right here on a spreadsheet – do I send the data to you to analyse?\u201d<\/em><\/p>\n

?\u201cThere is no need to do that.\u00a0I will talk you through how to do it.\u201d<\/em><\/p>\n

\u201cYou mean I can do it now?\u201d<\/em><\/p>\n

?\u201cYes – it will only take a few minutes.\u201d<\/em><\/p>\n

\u201cOK, I am ready –\u00a0I have the spreadsheet open – what do I do?\u201d<\/em><\/p>\n

?\u201cStep 1. Arrange the start and finish events into two columns with a start and finish event for each task on each row.<\/em><\/p>\n

You copy and paste the data you need into a new\u00a0worksheet.\u00a0<\/em><\/p>\n

\u201cOK – done that\u201d.<\/em><\/p>\n

?\u201cStep 2. Sort the two columns into ascending order using the start event.\u201d<\/em><\/p>\n

\u201cOK – that is easy\u201d.<\/em><\/p>\n

?\u201cStep 3. Create a third column and for each\u00a0row calculate the difference between the start and the finish event for that task. Please label it ‘Lead Time’\u201d.<\/em><\/p>\n

\u201cOK – do you want me to calculate the average Lead Time next?\u201d<\/em><\/p>\n

There was a pause. Then the calm voice continued but with a slight tinge of irritation.<\/em><\/p>\n

?\u201cThat will not help. First we need to see if your system is unstable. We need to avoid the <\/em>Flaw of Averages trap. Please follow\u00a0the instructions exactly. Are you OK with that?\u201d<\/em><\/p>\n

This response was a surprise and you are\u00a0starting to feel a bit confused. \u00a0\u00a0\u00a0<\/em><\/p>\n

\u201cYes – sorry. What is the next step?\u201d<\/em><\/p>\n

?\u201cStep 4: Plot a graph. Put the Lead Time\u00a0on the\u00a0vertical axis and the start time on the horizontal axis\u201d.<\/em><\/p>\n

\u201cOK – done that.\u201d<\/em><\/p>\n

?\u201cStep 5: Please describe what you see?\u201d<\/em><\/p>\n

\u201cUm – it looks to me like a cave full of stalagtites. The top is almost flat, there are some spikes, but the bottom is all jagged.\u201d<\/em><\/p>\n

?\u201cOK. Step 6: Does the pattern on the left-side and on the right-side look similar?\u201d<\/em><\/p>\n

\u201cYes – it does not seem to be rising or falling over time. Do you want me to plot the smoothed average over time or a trend line?\u00a0They are\u00a0options on the spreadsheet software. I do that use all the time!\u201d<\/em><\/p>\n

The calm voice paused then continued with the irritated overtone again.<\/em><\/p>\n

?\u201cNo. There is no value is doing that.\u00a0Please stay with\u00a0me here.\u00a0A linear regression line is meaningless\u00a0on a time series chart.\u00a0You may be feeling a bit confused. It is common to feel confused at this point but the fog will clear soon. Are you OK to continue?\u201d<\/em><\/p>\n

An odd feeling starts to grow in you: a mixture of anger, sadness and excitement. You find yourself muttering “But I spent my own hard-earned cash on that expensive MBA\u00a0where I\u00a0learned how to do linear regression and data smoothing because I was told it would be good for my career progression!\u201d<\/em><\/p>\n

?\u201cI am sorry I did not catch that? Could you repeat it for me?\u201d<\/em><\/p>\n

\u201cUm – sorry. I was talking to myself. Can we proceed to the next step?\u201d<\/em><\/p>\n

?”OK. From what you say it sounds as if your process is stable – for now. That is good.\u00a0\u00a0It means that you do not need to Resuscitate your process and\u00a0we can move to the Review\u00a0phase and start to look for the cause of the pain. Are you OK\u00a0to continue?”<\/em><\/p>\n

An uncomfortable feeling is starting to form – one that you cannot quite put your finger on.<\/em><\/p>\n

“Yes – please”.<\/em>\u00a0<\/p>\n

?Step 7: What is the value of the Lead Time at the \u2018cave roof\u2019?\u201d<\/em><\/p>\n

\u201cUm – about 42\u201d<\/em><\/p>\n

?\u201cOK – Step 8: What is your delivery time target?\u201d<\/em><\/p>\n

\u201c42\u201d<\/em><\/p>\n

?\u201cOK – Step 9: How is your delivery time performance measured?\u201d<\/em><\/p>\n

\u201cBy the percentage of tasks that are delivered late each month. Our target is better than 95%. If we fail any month then we are named-and-shamed at the monthly performance review meeting and we have to explain why and what we are going to do about it. If we succeed then we\u00a0are spared\u00a0the ritual humiliation\u00a0and we are rewarded by watching others else being mauled instead. There is always someone in the firing line and attendance at the meeting is not optional!\u201d<\/em><\/p>\n

You also wanted to say that the data you submit is not always completely accurate and that you\u00a0often expedite tasks\u00a0just to avoid\u00a0missing the target – in full knowkedge that the work had not been competed to the required standard.\u00a0But you hold that back. Someone might\u00a0be listening.<\/em><\/p>\n

There was a pause. Then the calm voice continued with no hint of surprise.\u00a0<\/em><\/p>\n

?\u201cOK. Step 10. The most likely diagnosis here is a\u00a0DRAT. You have probably developed a Gaussian Horn that is creating the emotional pain and that is fuelling the fire-fighting. Do not panic. This is a common and curable process illness.\u201d<\/em><\/p>\n

You look at the clock. The conversation has taken only a few\u00a0minutes.\u00a0Your feeling of panic is starting to fade and a sense of relief and curiosity is growing. Who are these people?<\/em><\/p>\n

\u201cCan you tell me more about a\u00a0DRAT? I am not familiar with that term.\u201d<\/em><\/p>\n

?\u201cYes.\u00a0\u00a0Do you have\u00a0two minutes to continue the conversation?\u201d<\/em><\/p>\n

\u201cYes indeed! You have my complete attention for as long as you need. The emails can wait.\u201d<\/em><\/p>\n

The calm voice continues.<\/em><\/p>\n

?\u201cOK. I may need to put you on hold or call you back if another emergency call comes in. Are you OK with that?\u201d<\/em><\/p>\n

\u201cYou mean I am not the only person feeling like this?\u201d<\/em><\/p>\n

?\u201cYou are not the only person feeling like this. The process improvement emergency service, or PIES as we call it, receives dozens of calls like this every day – from organisations of every size and type.\u201d<\/em><\/p>\n

\u201cWow! And what is the outcome?\u201d<\/em><\/p>\n

There was a pause. Then the calm voice continued with an unmistakeable hint of pride.<\/em><\/p>\n

?\u201cWe have a 100% success rate to date – for those who commit. You can look at our performance charts and the client feedback on the website.\u201d<\/em><\/p>\n

\u201cI certainly will! So can you explain what a DRAT is?\u201d\u00a0<\/em><\/p>\n

And as you ask this you are thinking to yourself ‘I wonder what happened to those who did not commit?’<\/em>\u00a0<\/em><\/p>\n

The calm voice interrupts\u00a0your train of thought with a well-practiced explanation.<\/em><\/p>\n

?\u201cDRAT stands for Delusional Ratio and Arbitrary Target. It is a very common management reaction to unintended negative outcomes such as customer complaints. The concept of metric-ratios-and-performance-specifications is not wrong; it is just applied indiscriminately.\u00a0Using DRATs\u00a0can\u00a0drive short-term improvements\u00a0but over a longer time-scale\u00a0they\u00a0always make the problem worse.\u201d<\/em><\/p>\n

One thought is now reverberating in your mind. \u201cI knew that! I just could not explain why I felt so\u00a0uneasy about how my service was being measured.\u201d And now y<\/em>ou have a new feeling growing – anger.\u00a0\u00a0You control the urge to swear and instead you ask: <\/em><\/p>\n

\u201cAnd what is a Horned Gaussian?\u201d<\/em><\/p>\n

The calm voice was expecting this question.<\/em><\/p>\n

?\u201cIt is easier to\u00a0demonstrate than to explain. Do you still have your spreadsheet open and do you know how to draw a histogram?\u201d<\/em><\/p>\n

\u201cYes – what do I need to plot?\u201d<\/em><\/p>\n

?\u201cUse the Lead Time data and set up ten bins in the range 0 to 50 with equal intervals. Please describe what you see\u201d.<\/em><\/p>\n

It takes you\u00a0only a few seconds to do this.\u00a0\u00a0You draw lots of histograms – most of them very colourful but meaningless. No one seems to mind though.<\/em><\/p>\n

\u201cOK. The histogram shows a sort of heap with a big spike on the right hand side – at 42.\u201d<\/em><\/p>\n

The calm voice continued – this time with a\u00a0sense of satisfaction.<\/em><\/p>\n

?\u201cOK. You are looking at the Horned Gaussian. The hump is the Gaussian and the spike is the Horn. It is a sign that your complex adaptive system behaviour is being distorted by the DRAT. It is the Horn that causes the pain and the perpetual fire-fighting. It is the DRAT that causes the Horn.\u201d<\/em><\/p>\n

\u201cIs it possible to remove the Horn and put out the fire?\u201d<\/em><\/p>\n

?\u201cYes.\u201d<\/em><\/p>\n

This is what you wanted to hear and you cannot help cutting to the closure question.<\/em><\/p>\n

\u201cGood. How long does that take and what does it involve?\u201d<\/em><\/p>\n

The calm voice was clearly expecting this question too.<\/em><\/p>\n

?\u201cThe Gaussian Horn is a non-specific reaction – it is\u00a0an effect\u00a0– it is not the cause.\u00a0To remove it and to ensure it does not come back requires\u00a0treating the root cause. The DRAT is not the root cause – it is\u00a0also a knee-jerk reaction to the symptoms – the complaints.\u00a0Treating the symptoms requires learning how to diagnose the specific root cause of the lead time performance failure. There are many possible contributors to lead time and you need to know which\u00a0are present because if you get the diagnosis wrong you will make an unwise decision, take the wrong action and\u00a0exacerbate the problem.\u201d<\/em><\/p>\n

Something goes\u00a0‘click’ in your head and suddently\u00a0your\u00a0fog of confusion evaporates. It is like someone just switched a light on.<\/em><\/p>\n

\u201cAh Ha! You have just explained why nothing we\u00a0try seems to\u00a0work for long – if at all.\u00a0\u00a0How long does\u00a0it take to learn how to diagnose and treat the specific root causes?”<\/em><\/p>\n

The calm voice was expecting this question and seemed to switch to\u00a0the next part of the script.<\/em><\/p>\n

?\u201cIt depends on how committed\u00a0the learner is\u00a0and how much unlearning they have to do in the process. Our experience is that it takes a few hours of focussed effort over a few weeks. It is rather like learning any new skill. Guidance, practice and feedback are needed. Just about anyone can learn how to do it – but paradoxically it takes longer for the more experienced and, can I say,\u00a0cynical managers. We believe they have more unlearning to do.\u201d<\/em><\/p>\n

You are now feeling a growing\u00a0sense of urgency and excitement.<\/em><\/p>\n

\u201cSo it is not something we can do now on the phone?\u201d<\/em><\/p>\n

?\u201cNo. This conversation is just the first step.\u201d<\/em><\/p>\n

You are eager now – sitting forward on the edge of your chair and completely focussed.<\/em><\/p>\n

\u201cOK. What is the next step?\u201d<\/em><\/p>\n

There is a pause. You sense that the calm voice is reviewing the conversation\u00a0and coming to a decision.<\/em><\/p>\n

?\u201cBefore I can answer your question\u00a0I need to ask you something. I need to ask you how you are feeling.\u201d<\/em><\/p>\n

That was not the question you expected! You are not used to talking about your feelings – especially to a complete stranger on the phone – yet strangely you do not sense that you are being judged.\u00a0You have\u00a0is a growing feeling of trust in the calm voice.<\/em><\/p>\n

You pause, collect your thoughts and attempt to put your feelings into words.\u00a0<\/em><\/p>\n

\u201cEr – well – a mixture of feelings actually – and\u00a0they changed over time.\u00a0First I had\u00a0a feeling of surprise that this seems so familiar and straightforward to you; then a sense of resistance to the idea that\u00a0my problem\u00a0is fixable; and then a sense of confusion because what you have shown me\u00a0challenges everything\u00a0I have been taught; and then a feeling distrust\u00a0that there must be a catch and then a feeling of fear of embarassement if I do not spot the trick. Then when I put my natural skepticism to one side and considered the possibility as real then there\u00a0was a feeling of anger that I was not taught any of this before; and then a feeling of sadness for the years of wasted time and frustration from battling something I could not explain.\u00a0\u00a0Eventually I started to started to feel\u00a0that my cherished impossibility belief was being shaken to its roots. And then I felt a growing sense of curiosity, optimism and even excitement that is also tinged with a feeling of fear of disappointment and of having my hopes dashed – again.\u201d<\/em><\/p>\n

There was a pause – as if the calm voice was digesting this hearty meal of feelings.\u00a0Then the calm voice stated:<\/em><\/p>\n

?\u201cYou are experiencing the Nerve Curve. It is normal and expected. It is a\u00a0healthy\u00a0sign. It means that the healing process has already started. You are part of your system. You feel what it feels – it feels what you do. The sequence of negative feelings:\u00a0the shock, denial, anger, sadness, depression\u00a0and fear will subside with time and the positive feelings of confidence, curiosity and excitement will replace them. Do not worry. This is normal and it takes time.\u00a0I can now suggest the next step.\u201d<\/em><\/p>\n

You now feel like you have just stepped off an emotional rollercoaster –\u00a0scary yet exhilarating at the same time. A sense of\u00a0relief sweeps over you. You have shared\u00a0your private emotional pain with a stranger on the phone and the world did not end! There is hope.<\/em><\/p>\n

\u201cWhat is the next step?\u201d<\/em><\/p>\n

This time there was no pause.<\/em><\/p>\n

?\u201cTo commit to learning how to diagnose and treat your process illnesses yourself.\u201d<\/em><\/p>\n

\u201cYou mean you do not sell me an expensive training course or send me a sharp-suited expert\u00a0who will come\u00a0tell me what to do and charge me a small fortune?”<\/em><\/p>\n

There is an almost sarcastic tone to your reply that you regret as soon as you have spoken. <\/em><\/p>\n

Another pause.\u00a0 An uncomfortably\u00a0long one this time. You sense the calm voice\u00a0knows that you know the answer to your own question and is waiting for you to answer it yourself.<\/em><\/p>\n

You answer your own question.\u00a0<\/em>\u00a0<\/p>\n

“OK. I guess not. Sorry for that. Yes – I am definitely up for learning how! What do I need to do.\u201d<\/em><\/p>\n

?\u201cJust email us. The address is on the website. We will outline the learning process. It is neither difficult nor<\/em>\u00a0expensive.\u201d<\/em><\/p>\n

The way this reply was delivered – calmly and matter-of-factly – was\u00a0reassuring but it also promoted a new niggle – a flash of fear.<\/em><\/p>\n

“How long have I got to learn this?”<\/em><\/p>\n

This time the calm voice had an unmistakable\u00a0sense of urgency\u00a0that\u00a0sent a cold prickles down your spine.<\/em><\/p>\n

?”Delay will add no value.\u00a0You are being stalked by the Horned Gaussian. This means your system\u00a0is on the edge of a catastrophe cliff. It could tip over any time.\u00a0You\u00a0cannot afford to relax. You must maintain all your current defenses. It is a learning-by-doing process. The sooner you start to learn-by-doing the sooner the\u00a0fire starts\u00a0to fade and the sooner you move away from the edge of the cliff.”\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0<\/em>\u00a0<\/p>\n

\u201cOK – I understand – and I do not know why I\u00a0did not\u00a0seek help a long time ago.”<\/em><\/p>\n

The calm voice replied simply.<\/em><\/p>\n

?”Many people find seeking help difficult. Especially senior people”.<\/em><\/p>\n

Sensing that the conversation is coming to an end you feel compelled to ask:<\/em><\/p>\n

“I am curious. Where do the DRATs come from?”<\/em><\/p>\n

?\u201cCuriosity is a healthy attitude to nurture. We believe that DRATs originated in finance departments\u00a0– where they were originally called\u00a0Fiscal Averages, Ratios and Targets.\u00a0\u00a0At some\u00a0time in the past they were sucked into operations and governance departments by a knowledge vacuum created by an unintended error of omission.\u201d<\/em><\/p>\n

You are not quite sure what this unfamiliar language means and you sense that you have strayed outside the scope of the “emergency script” but the phrase ‘error of omission sounds interesting’ and pricks your curiosity. You ask:\u00a0<\/em><\/p>\n

\u201cWhat was the error of omission?\u201d<\/em><\/p>\n

?\u201cWe believe it was not investing in learning how to design complex adaptive value systems to deliver\u00a0capable win-win-win performance. Not investing in learning the Science of Improvement.\u201d<\/em><\/p>\n

\u201cI am not sure I understand everything you have said.\u201d<\/em>
\n
\n?\u201cThat is OK. Do not worry. You will. We look forward to your email.\u00a0 My name is Bob by the way.\u201d<\/em><\/p>\n

“Thank you so<\/strong> much Bob. I feel better just having talked to someone who understands what I am going through and I am grateful to learn that there is\u00a0a way\u00a0out of this dark pit of despair.\u00a0I will\u00a0look at the website and\u00a0send\u00a0the email immediately.”<\/em><\/p>\n

?”I am happy to have been of assistance.”<\/em><\/p>\n

[\/reveal]<\/p>\n","protected":false},"excerpt":{"rendered":"

Processes are like people – they get poorly – sometimes very poorly. Poorly processes present with symptoms. Symptoms such as criticism, complaints, and even catastrophes. Poorly processes show signs. Signs such as fear, queues and deficits. So when a process gets\u00a0very poorly\u00a0what do we do? We follow the Three R’s 1-Resuscitate 2-Review 3-Repair Resuscitate means … <\/p>\n

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