Video Transcript: The Controlling Function

hello, welcome. This is the controlling function. Let's dig in. The need for the  controlling function. As a manager or department head, you will agree that  though we all try to achieve zero errors, it's not always possible. It's not always  possible to achieve zero errors. We're not always perfect. Errors are going to  happen. It's going to come up. People are going to make mistakes. There's  always room for further improvement in every action we take. So we can always  continually improve. Even if we think that we've perfected something, we can  probably still get better. Control is both a process and a result. The managers or  department heads use the control methodology to measure and monitor the  processes activities to ensure they are following designated path towards  successful achievement of the desired results and objectives. So we've got to  make sure that we are monitoring and measuring the activities and ensure  they're following our employees are following the appropriate path and criteria  that set out in the job description, so we can hold them more accountable for  their work and that also they know what they're supposed to do is exactly how  they're supposed to do it every time, so we can minimize the risks of errors.  Control is a continuous process. Control methodology is not meant for a limited  time period. Once initiated for a process or activity, it has to be continued for  improvement of the process or activity on a continual basis. So always  controlling the operation from a measurement standpoint. We always want to  measure productivity so we can always constantly improve control is a  coordinated, integrated system. Control methodology is based on facts. For this, various data needs to be collected for control to be effective. Data collected for  various purposes, though different in nature, must be compared and contrasted,  so we need to see if we're improving again. A set of metrics can be measured  year over year, month over month, quarter over quarter. So controlling, then  comparing and contrasting data will help us to understand where we need to  improve. So the features of the controlling function control is always looking  forward. Organizations measure and control the past performance of processes  in an effort to improve future performances, we have to know where we need to  improve in order to improve. So if we aren't controlling measuring these metrics  and data, we'll have an opportunity. We won't have the opportunity to improve  upon past results. So using the metrics and the data and comparing and  contrasting them, we can develop a plan and have a strategy on how to how to  improve those weak points. What happened in the past cannot be changed, but  what is yet to come in the future can be controlled by implementing appropriate  corrective and preventative measures. So once we have the data from the past,  we can see where we needed to, where we need to improve upon. We can  implement a controlled strategy to correct and next time, prevent any errors that  occurred. So we need to perform a root cause analysis in our controlling  function, so you'll also find Can I restart this one? Yeah, sorry, man, I got caught  in between thoughts, 5, 4, 3, 2, so control methodology, you'll find that we'll have

a root cause analysis coupled with corrective action and preventative action. So  in control methodology, while we're doing a work in an error that is detected, we  need to initiate the correct, the corrective, initiate what we have to redo this  slide, because I don't know what this piece says, initiate corrective of the error  that's a typo. corrective. Correction is an immediate action which is taken. Okay,  you ready? Yeah, 5, 4, 3, 2, and control methodology, you'll find root cause.  Analysis, coupled with corrective action and preventative action and control  methodology, while we're doing work and an error is detected, you'll want to  initiate the corrective action of the error right? Correction is an immediate action  which is taken the moment an error is detected. So whenever we find one of our floor employees doing something that's incorrect, and we notice it and we find it. We need to take our employee directly to the error and show them how to fix it,  and make sure they fix it on the spot, so that we know it's done and they know  how to do it. And probably give them an in service and make them sign off on it,  so that they you have a paper trail know, noting that that you notice the error in  in their operation, and that you went back and you addressed it and you fixed it  with them. That is probably one thing that you should do when going through the corrective action process. So then you initiate the root cause analysis to find the  cause of the error, right? You want to find out what is the root cause of the error.  Where did we mess up? Why did this happen? Because operations should be  streamlined. They should be simplified. It should happen very easily and should  flow through. But if it doesn't, we need to make sure that we initiate the root  cause and find the root cause of the error. After we find the root cause, we need  to initiate appropriate corrective actions, preventative actions based on these  findings. So if it's been a repeated process, a repeated problem with an  employee, you need to make sure that it's documented and that they are  receiving the correct disciplinary actions. Initiate periodic review and monitoring  to find out the effectiveness of the actions taken. So once we find the error, we  find the root cause of the error, we put in the preventative and the corrective  actions. We need to make sure that we go back and we measure and follow up  and evaluate this employee's performance moving forward, and particularly  watch out for the same error and make sure it's not being repeated, and record  that moving forward so that we can have documentation that our control  methodology is working well. So the importance of the controlling function, one  communication and exchange of information are important sources for initiating  control mechanism through discussion and debate. So we want to make sure  that there's open dialog between the manager and the subordinates in order to  have the best outcomes for the organization, various problems or setbacks are  encountered in the planning, organizing, staffing and directing stages are  highlighted through discussions and control actions are initiated accordingly. So  once there is a problem and we found the root cause of it, we need to go back  through and discuss this and understand what we can do to mitigate that risk, 

eliminate the risk as much as we can, and let's have a discussion between the  manager and the subordinates and figure out the best way to come up with a  course of action that is best for everybody and that everybody can easily  understand. Discussions can also be termed as exchange of information,  flowing ideas back and forth. Information made available should be adequate  and appropriate to enable authorized personnel to take necessary action. We  need to make sure that what the root cause of the problem, found that the  manager that has the authority to discipline or what have you, is informed of the  situation, and he he or she also knows what corrective and preventative steps  you put in place to ensure that that doesn't happen again. Information is the  basis for initiating control by finding out the root cause of the various problems  and issues and taking appropriate corrective and preventative actions to resolve those issues. Control methodology ensures that the set standards are  maintained in the execution of a task, so that the desired results are achieved.  So through the control process, we can have the desired organizational results.  Control methodology prevents deviations by sharing timely actions. We want to  make sure that our employees don't deviate from the plan. Don't go away from  the plan, don't stray away from the plan, right? If the error has already taken  place, then control rectifies this by taking appropriate actions. If the error has  already happened, it's been identified. Now we have controlled measures,  preventative and corrective actions taken to make sure that this doesn't happen  again. So the next topic. In the controlling function is the delegation of authority.  One important factor of controlling is the delegation of authority. The manager or any other senior person who is entrusted with the responsibility of ensuring that  attaches executed successfully should be given the authority to initiate suitable  controlling function to prevent correct deviations in that task. So whoever has  the responsibility and the authority over the situation needs to be given the  opportunity to delegate that authority and put it into use when need be without  authority. For the controlling function, the person will not be able to take effective corrective and preventative actions to direct or prevent errors. So if you don't  have the tools, as far as disciplinary actions are concerned, to use as initiative  for an employee who makes a mistake, they'll continue to make the mistake. An  organization's business reputation is reflected in the degree of success of its  objectives and goals. So our reputation in business is going to reflect how well  we achieve our goals and objectives. So if we have a lot of errors right and our  employees aren't performing well because we don't have corrective,  preventative and disciplinary measures to put in place, then the success of our  organization won't be as strong essential characteristics of the controlling  function. The control characteristics of the controlling functions, the control  standards, benchmarks established by the organization. It's established with  accuracy as needed by the organization, flexible so that they can be modified to 

suit the changing needs of the organization should be cost effective, kept simple and easy to understand, and should be practically, practically achievable.