PROVOCATEUR QUESTIONS,
by John Burton, Regan Carey, Mike Moore, and Don Stepich
In formulating these questions, we took the role of a DAI manager outside of the training department (perhaps Valerie Purcell as VP of Human Resources) hearing Jason's recommendations for the first time at the team meeting Cynthia Berry has scheduled.
Common Question for All Teams
"Can we slow this down a little, Jason? You've only been here for what, a month
and you've talked with a few people. And based on that, you're making an
assortment of recommendations that resemble reconstructive surgery on our company.
I don't think the boss will be all that impressed and, frankly, it seems like overkill to
me, too. We're looking to add an EPSS, not restructure the company. What elements of
your proposal can be implemented, realistically, within the existing corporate
structure and timelines to get the EPSS going and support its operation?"
Response to Common Question
Yes, Valerie. I do realize that time is limited and we do not have the time to
restructure the company. But we do have the time to make what we already have
more accessible for everyone to use. Plus, we will be using our
current resources better if everyone begins sharing our own knowledge with others.
We can start this today. In my proposal , the EPSS system will grow
from what is already on-line to include much more.
Previously, I had listed the resources to be used in the EPSS. They were:
- vendor created tutorials
- software specific on-line help
- standard search engine
- web based material
- Frequently Asked Questions list
- Job Aids
- Links to archived files
We need to make better use of what resources DAI already has. To do this, the vendor created tutorials, the software specific on-line help, and the Web
based material all need to be interfaced with a standard search engine. This
information already exists in our data, we just need to make it user-friendly
and immediately accessible for everyone to use. Currently, we have great web
based tutorials, but this doesn't help if they are too cumbersome to use.
Working with the production staff, our programmers should start immediately to
develop the standard search engine incorporating key phrases and words the animators and technicians actually use. As soon as the engine can refer to
existing on-line materials, we need an initial training for all DAI personnel
to communicate that it exists and how it can be used to save time, money, and
effort. Continuously, as the additional materials described below are made
available, they all will need to be incorporated into the database searched by
the new DAI search engine.
The expertise of the training department should be tapped immediately. Their
job should include developing a list of Frequently Asked Questions and their
answers, since something like this doesn't already exist. This FAQ list must
then be interfaced with the search engine for immediate access and increased
efficiency for workers in the Pipeline.
Simple job aids also need to be developed and shared through the EPSS. It is
my goal to have job aids that identify a standard level of performance, and that would enable users to know when enough is enough. For example, a key job aids we need is one to keep track of how many revisions and how much time
the user has spent to achieve the final product. All production people need
to be more aware of the budgetary effects of constant revisions. Documenting
the time spent on revisions on specific revisions or creation of single scenes
will allow everyone to better focus on areas of inefficiency.
Furthermore, I recommended we create links within the EPSS search engine to archived files. Though this will take longer it will bring significant cost
effectiveness to the production system since if would enable everyone to learn
from both the failures and successes from previous productions. These links
need to be always accessible for everyone to use. The solutions created by
one production team be available to all other production units. We would not
have to recreate the wheel each time we face a technically difficult problem.
The solutions then would constantly be added to rather than re-created each
time.
All this needs to be developed for immediate use, but then they can be modified and added to whenever we have new information.
Everyone needs to be responsible for identifying what they already know. Then this information needs to be shared and available for everyone to use. Templates, short-cuts, and macros will be shared and developed. Our overall aim is to save costs and work more efficiently.
Current employees need to be involved in designing all aspects of the EPSS. Information sharing involves the triads in communicating with one another, posting their solutions on the intranet, and letting each other know their
concerns and needs. The Finance Department will be involved by communicating
with the triads, which would prompt everyone to be aware to save money and time.
Specific Question:
You've pointed out that there are some communication problems between the business people and the artistic people and between the programmers and the animators. And you recommend that we find ways to lower the walls between these differing points of view. That seems to be a useful long-term idea. But, how do you propose to reconcile the business, programmer, and animator viewpoints in the development of the EPSS that is our primary focus?
Response to specific question:
Programmers and folks from the Finance Department need to physically visit the
pipeline, where the animators are. A number of work-team triads will be assigned to each person in the Finance Department and to each programmer. Together, they
will have weekly meetings, which they will use to go through their budget and to
discuss ongoing projects. This would enable cross communication; everyone will be working with teams rather than being isolated.
When everyone - from Finance to Training to Technicians to Programmers truly
agrees on the DAI Mission statement and organizational goals, they can work on
ways to achieve them. There needs to be a universal awareness of saving costs
and working more efficiently. The meetings can also help employees be aware of
other departments' assets and how they may be able to benefit from those assets as well.
So you see, Valerie, what I've recommended can be begun immediately. I believe it is more a revised way of supporting and learning from one another
than a restructuring of DAI. Most importantly, I think we can see immediate
time and cost savings for DAI. Let's work on an implementation schedule now.
