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An overview of Role & Responsibility Charting, a technique used to identify functional areas with process ambiguities and bring differences to the forefront for resolution. the benefits of this approach, the theory behind it, and the steps involved in creating a Responsibility Chart. It also discusses the importance of ongoing role clarification and the symptoms of role confusion.
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Definition
Responsibility Charting is a technique for identifying functional areas where there are process ambiguities, bringing the differences out in the open and resolving them through a cross-functional collaborative effort.
Responsibility Charting enables managers from the same or different organizational levels or programs to actively participate in a focused and systematic discussion about process related descriptions of the actions that must be accomplished in order to deliver a successful end product or service.
Approach Definitions
Responsibility Charting is a way of systematically clarifying relationships pertaining to:
Functional Role
Functional Role
Functional Role
Functional Role
Functional Role
Responsibility charting reconciles ROLE CONCEPTION with the ROLE EXPECTATION and thus, ROLE BEHAVIOR becomes more predictable and productive!. Ideally, what a person thinks his or her hob is, what others expect of that job, and how the job is actually performed are all the same. The “RACI” process is a tool to lock all elements in place. Working with other “process providers” provides a real time consensus that clarifies “who is to do what, with whom and when. This is of great benefit for overall process performance.
A substandard product or process can often be tracked back to a fault in the chart. Common faults in the chart include: an action not included on the chart (that should be), a position failing to perform as assigned or a missing or misapplied responsibility code. The highly visible and collaborative nature of the charting process promotes rapid and effective updates/corrections as well as better understanding by those involved in the work.
DIAGNOSING THE NEED
The need for managers and supervisors to clarify roles and responsibilities does not end after the Responsibility Charting process is complete; it must be an ongoing activity. Managers need to acquire a “sixth sense” so they can recognize the symptoms of role confusion and determine when the process needs to be repeated. Perception “drift” is natural. The identification and elimination of “drift” is important to the company’s overall well being as it relates to cost, service and quality.
The symptoms of role confusion are:
ROLES AND RESPONSIBILITIES CHARTING DEFINITIONS
The ideal group size is four to ten people
A follow-up meeting may be necessary if significant changes are made
RACI CHARTING An Example
_Mother Father John Sally Mark Kids_*
Feed the dog (^) A C R
Play with dog (^) I I A R
Take dog to vet (^) R A/R C
Morning walk (^) C A/R R
Evening walk (^) C A/R R
Wash dog (^) C A/R
Clean up mess (^) C A R
DEVELOPING THE ACTION LIST
R A C I Chart Review Horizontal Analysis
Finding Possible Interpretation
Lots of R’s Will the task get done? Can activity or decision be broken into more specific tasks?
Lots of C’s Do all these individuals really need to be consulted? Do the benefits of added input justify the time lost in consulting all these individuals?
Lots of I’s Do all these individuals really need to be routinely informed, or could they be informed only in exceptional circumstances?
No R’s Job may not get done; everyone is waiting to approve, be consulted, or informed; no one sees their role as taking the initiative to get the job done.
No A’s No performance accountability; therefore, no personal consequence when the job doesn’t get done. Rule #1 in RACI charting: There must be one, but only one, “A” for each action or decision listed on the chart.
No C’s / I’s Is this because individuals/departments “don’t talk”? Does a lack of communication between individuals/departments result in parallel or uninformed actions?
Decisions/ Activities C A C I A R C I C C I R A R A I A C A I R C A C R I
R A C I Closing Guidelines
lowest feasible level.
communicated
6. Discipline is needed to keep the roles and responsibilities
clear. “Drift” happens. RACI has to be revisited periodically, especially when symptoms of role confusion reappear e.g.,
ROLES AND RESPONSIBILITIES CHARTING
Trying to get work done without clearly establishing
roles and responsibilities, is like trying to parallel park
with one eye closed.
What about role behavior? The RACI chart shows who does
what at a high level and their RACI role. If more specificity is
needed, and it often is, you can use process maps or list the
steps/decisions and document the specifics of what is done.
You can go from process maps to RACI or RACI to process maps
and assigns work by^ TS Reviews Orders Job size/program andstaff skill
PlanningMeeting Order Releaseput in Cage
PICK/PACK
from BatchPick Mat'l List/Pick Plan
Count Items
Range?Broken Write rangeand quantity on pick plan ranges onWrite pick plan
Scan Batch Listand Item ID
No Yes
Or, you can document your understanding of the role behavior by taking the list from the RACI chart and listing the steps/decisions and documenting the specifics of what is done. It’s as simple as who, what, when, inputs and outputs. You can expect more resistance clarifying the roles this way than just with RACI. We now know who is to do what with whom, and when in such a way that each person is truly accountable for their part of the overall process.
Task / Decision
RACI (^) Who What When Inputs from
Outputs to