Joe Anderson — Active Contributor

A great tool to help diagnose where these problems come into play is using the four quadrants from Stephen Covey’s great book, “The Seven Habits of Highly Effective People” or sometimes called “The Eisenhower Matrix” after the famous General and President.

Step 1: Know your role and your responsibilities

The first step in creating more self-accountability is to start by making an assessment of what your role is and what those specific responsibilities are.

If you’re a father, your role and responsibilities are very different than if you’re the head of an emergency room, or if you’re coach of a basketball team. Every area of your life can have different roles, but the responsibilities of being a father, for example, can impact the responsibilities of being an entrepreneur. You will need to think about how late nights in the office can affect missing Timmy’s baseball game into your plan.

In the last blog, we discussed why Self-Awareness is the starting point for any real change. If you aren’t able to honestly know where you are, you’ll never get on the proper path towards where you want to go. The next step in making forward progress is understanding how you got to where you are.

This is where self-accountability comes into the conversation.

Simply put, self-accountability is the understanding that you are the combined result of all of the decisions you make, and actions that you take.

The first step in any forward progress needs to be identifying the reality of where you are right now. If you’re trying to get to the North Pole, it doesn’t matter what map you’re given, if you don’t know where you’re starting.

This is a difficult conversation to have with yourself, but it is the foundation of a solid framework for success and is absolutely critical for any sustainable forward motion.

There are two types of self-awareness that need to be expanded on: Internal Self-Awareness and External Self-Awareness.

The Way Losses are Calculated
and OEE/TEEP Calculation

In order to get a broad, clear picture of where to focus, you have to view your whole plant as a large system of fully manageable processes. No matter your role, your job is to improve plant processes, helping to produce the highest quality product, at the lowest price possible, in the safest manner. In order to see this big picture, you have to be honest and expose true problems within your facility. From that perspective, you will be able to recognize the different types of losses in your plant and how to secure significant gains in productivity by controlling those losses.