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RACI Charts: A Quality Management Superstar Tool

Russell Keenan, PMP

Professional Services Consulting

ASQ World Conference on Quality and Improvement

Session W17, May 18, 2016

Outline

•Objectives.

• Standards / Regulatory Considerations.

•What is RACI?

•RACI Chart Fundamentals.

•RACI Process Benefits.

•RACI Example Uses.

•Review and Wrap-up.

•Objectives Revisited.

Objectives

• Develop an appreciation for the power of well-defined roles and responsibilities.

• Understand that RACI charts support accreditation and audit processes.

• Understand RACI chart definitions, format, and applications.

• Understand “debugging,” and use of RACI Charts.

A Fable…(anonymous)

Once upon a time… there were four groups of peopled named:

•Anybody

• Everybody

•Nobody

• Somebody

A Fable…

There was an important job to be done and EVERYBODY was asked to participate…

EVERYBODY was sure that SOMEBODYwould do it…

A Fable…

ANYBODY could have done it, but NOBODY did it!

SOMEBODY got mad about that, because it was EVERYBODY’sresponsibility!

A Fable…

EVERYBODY thought that ANYBODY could have done it, but NOBODY expected that EVERYBODY wouldn’t do it…

A Fable…It turns out that EVERYBODY blamed SOMEBODY when ANYBODY could have done what NOBODY did…

….Sound familiar?!!

“…Stuck in the middle with you*…”

*Lyrics by Stealers Wheel, 1972

Standards / Regulatory Considerations


Regardless of standard (e.g., ISO 9001, ISO 17025, NQA-1, etc.), organizations must maintain documentation specifying how they address:

• Training and verification of personnel.

• Specification of how to perform key processes.

• Distribution of technical and quality documents.

• Control of measuring and testing equipment (M&TE).

• Procurement of services and items.

• Corrective action.

• Records management.


Commonalities:

• There is an abundance of standards, regulations, and work processes.

• Most organizations have processes and procedures on how to (+/-)accomplish minimum standards.

• Most organizations have (+/-) initial and ongoing job- and process-specific “training.”


Commonalities

• Most organizations have “HR descriptions” that present minimum requirements (+/-) for each job/position.

• Most organizations have organizational (“org”) charts identifying their structure.

• And yet…


Commonalities

….And yet, in most organizations, there is confusion (+/-) at all levels concerning whatpersonnel should do, why they should do it, and who they “really” work for!

What if…• There was a tool that could clarify roles and

responsibilities?

• There was a tool that could clarify processes / procedures?

• There was a tool that can link standards with processes?

• There was a tool that clarifies HR titles with job duties?

• There was a tool that helps make sense of the Org Chart?

• That tool already exists?

What is RACI?• A tool to plan who does what and when.

• A business and communication improvement tool.

• A process that organizations can use to validate accountabilities and responsibilities for each activity or process.

What Does a RACI Chart Look Like?

Why to we need RACI Charts?To help prevent the major causes of conflict and frustration found in most organizations and systems, specifically:

•Poor communication.

• Confusion / Misunderstandings.

• Lack of information.

• Lack of useful documentation.

How Does RACI Help?• Establishes/documents what activities,

functions, and tasks must be done and who will perform them.

• It is a charting process that assists in identifying, planning, managing, and completing jobs.

• It is highly participative and engages all levels of an organization.

• Provides job, system, and organizational clarity.

How Does RACI Help?RACI process assist organizations in clarifying answers to fundamental operating questions:

• What functions, activities, or tasks must be completed in order to achieve the desired results?

• Who must act?

• How is it documented?

RACI Fundamentals

RACI Fundamentals - Theory

Responsibility Assignment Matrix (RAM)

• A technique for identifying functional areas, key activities, and decision points in processes and procedures.

• An approach that allows management to systematically identify activities, decisions, and responsibilities associated with processes and procedures.

• RACI is a type of RAM based on collaboration between management and workers to identify and clarify how four key operational assignments will be addressed.


• Executives and senior managers cannot be accountable for everything in their organization; they can only maintain overall accountability.

• RACI charts focus on placing responsibility and accountability for each function with the appropriate person.


•Roles and responsibility charting prevents role confusion.

•Differing perceptions may cause one person’s view or understanding of a “role” to be quite different from another’s.


Three typical misconceptions with every job role:

1. Role Conception: What you think your job is and what you’re “supposed” to do.

2. Role Expectation: What others at work thinkyour job is and what you’re supposed to do.

3. Role Behavior: What you actually do to perform you job.

RACI provides alignment, clarity, and continuity to eliminate misconceptions.

RACI FundamentalsRACI is an acronym:

"R" Responsible "The doer"

"A" Accountable "The buck stops here"

"C" Consult "In the loop"

"I" Inform "Keep in the picture"

RACI Fundamentals – RACI Example

RACI FundamentalsRACI Objectives

• Assist natural work teams in charting roles and responsibilities in a consistent manner.

• Clarify individual/departmental roles and responsibilities.

• Identify accountabilities.

• Eliminate misunderstandings, encourage teamwork.

• Reduce duplication of effort.

• Initiate/increase meaningful communication between management and workers.

RACI Fundamentals - Definitions

Responsible “R”

• The individual(s) responsible for completing the function; the “doer.”

• Responsibility can be shared.

• Degree of responsibility generally determined by the individual with “A.”


Accountable “A”

• The individual who is ultimately responsible.

• Has yes/no authority and veto power.

• Generally, only one (1) “A” assigned to a function.


Consult “C”

• Consulted individuals are those who must be addressed before a final decision is made.

• Normally, “consulted” individuals provide input throughout the process.

• Strong two-way communications are necessary with those assigned as “C” in the process.


Inform “I”

• “Informed” individuals in the RACI process are those people who need to be told when a decision is made or an action taken (after the fact).

• One-way communication is appropriate for those designated “I.”

RACI Fundamentals – Guidelines

• Understand potential for cultural changes when defining roles and responsibilities:

• Eliminate “checkers checking checkers.”

• “Perfectionism” is counter-productive and unnecessary.

• Place accountability (A) and responsibility (R) at the level closest to the action or knowledge.

• There can only be one accountability (A) per activity.

RACI Fundamentals – Guidelines

• Authority must accompany accountability.

• Minimize the number of consults (C) and informs (I).

• All roles and responsibilities must be documented and communicated.

• “Rule of thumb” - restrict RACI Charts to one (1) page.

RACI Fundamentals – Process

1. Conduct introductory meetings with key management and/or department leaders to inform on purpose and requirements of RACI process.

2. Decision and function lists are developed, analyzed, and collated into a master function list.

3. Conduct responsibility workshops and prepare RACI Charts.• To agree to function definitions.

• Assign RACI responsibilities.

RACI Fundamentals – Process

4. RACI Charts are documented and distributed to all participants and interfacing organizations.

5. Communication and reinforcement of RACI roles are done through feedback meetings with all individuals and departments involved.

6. Follow-up is conducted to reinforce RACI relationships and/or initiate continuous improvement/change management.

RACI Fundamentals – Format

RACI Fundamentals – Decisions / Activities

1. Avoid obvious or generic activities; for example “attend meetings.”

2. Each activity or actions should begin with a good action verb:

Evalute Schedule Write Record Determine

Operate Monitor Prepare Update Collect

Approve Conduct Develop Inspect Train

Publish Report Review Authorize Decide


3. When the action verb implies a judgment or a decision (for example, evaluate, monitor, inspect, review, etc.), add a phrase to indicate the primary outcome.

Examples:

• “Monitor phone service [handling of customer requests] to identify training needs.”

• “Analyze data to locate source of delay.”


4. Activities, decisions, or functions:

• Should be clear / concise.

• Apply to a role or need.

• Action focused.

RACI Fundamentals – Example

RACI Fundamentals – Analysis / Debugging

RACI Fundamentals – Example

RACI Fundamentals – Analysis / Debugging

Get Feedback and Buy-in

• RACI charts are not “handed down” by management.

• A draft RACI chart is shared with everyone with roles on the chart.

• Their input as job or subject matter experts is valuable and the chart is revised as appropriate.

• RACI charts are living documents subject to continuous review and improvement.

RACI Process Benefits

RACI Process Benefits• Increased productivity through well defined

accountability.

• Reduced scrap and rework because needed specifications are clarified.

• Increased capacity by eliminating overlaps and redundancies.

• Streamlined organization structure by collapsing unneeded layers; placing accountability where it belongs.

RACI Process Benefits• Better trained people by involving them in

workshops where fellow workers discuss all roles and functions.

• Better planning process because of more participation of team members.

• RACI charts are quality records documenting processes and corroborating control.

• RACI facilitates/supports change management.

RACI Process Benefits

RACI Example Uses

RACI Example Uses

In a workload analysis a RACI chart can be used to define processes, identify redundancies, or improve the quantity and/or quality of the work being performed.

RACI Example Uses

As a quality record, RACI charts can

be used to document processes for

accreditation and/or corroborate

processes during audits.

RACI Example UsesDuring reorganization RACI charts can be used to assure that key functions and continuous improvement processes are not overlooked in the new structure.

RACI Example Uses

In the case of employee turnover, RACI charts can be used as aids in redistributing workloads, in retraining affected employees to fill the void, or shifting responsibilities with minimal disruption of work flow.

RACI Example Uses

The RACI process promotes teamwork by enhancing the understanding of individual contributions to an overall work process or procedure.

RACI Example Uses

As a part of a company’s HR and/or training process, RACI charts can be used to identify specifics for job descriptions and/or specific job requirements. It can make training more focused and relevant to the job.

RACI Example Uses

As a means to manage management by demonstrating efficient, effective work processes that have enhanced communication and allow management to manage while workers to do meaningful work.

Review and Wrap-Up• RACI delivers alignment, clarity, and structure.

• RACI generates discussion and engagement.

• RACI increases capacity and productivity.

• RACI reduces scrap, rework, and redundancies.

• RACI provides process QA/QC documentation.

• RACI facilitates change management.

Objectives Revisited

Develop an appreciation for the power of well-defined roles and responsibilities.

Understand that RACI charts support accreditation and audit processes.

Understand RACI chart definitions, format, and applications.

Understand “debugging,” and use of RACI Charts.

More Information and Examples?

Enter “RACI” into any search engine for more information and examples (Google referenced >1,400,000 results).

raci charts - amazon simple storage service · raci charts: a quality management superstar tool ......

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