[Practical QA Solutions] One-Way Ticket

Have you had the experience yet of a “one-way ticket” to go elsewhere for your company on special assignment? The trip isn’t really a one-way ticket; you do get to come back. Eventually. The caveat is that you must stay at this “elsewhere” until your assignment is complete. The mission (if you choose to accept it, if you even have the option to accept it or not) might be to investigate a serious quality problem, manage a product recall, direct the recovery from a natural disaster or correct conditions necessary to restart a shutdown plant.

FOR THE BIRDS. Some of these elsewhere assignments are not a fun experience. I still remember the reaction of my senses to witnessing contaminated product being destroyed and buried in a sanitary landfill during mid-summer. (Though I did find some enjoyment studying the birds.) If you are faced with a special assignment, here are a few tips to consider:

• Clarify your level of authority before you leave. If possible, carry with you the authority of the CEO’s office. And while you may carry the clout of the home office, remember that you don’t speak for the company. Refer all media inquiries to the public relations or communications department.
• Develop a job description for the mission. Knowing what you’re supposed to do is just as important as knowing how to do it. Establish reporting expectations. Do your superiors want daily e-mail summaries or weekly reports? Do they want you to set up conference calls to brief them on your progress, or do they want to wait until you return for a full report? Setting up a clear schedule and lines of communication will keep everyone in the loop and happy, especially if your elsewhere is far away.
• Calculate your mission budget and how much you can spend without prior authorization. Don’t get pinched in the sticks and end up eating Ramen noodles for three months.
• Identify the person in charge at your elsewhere. Remember that you are a solution and a resource for the general manager or plant manager to help solve the problem, disaster or crisis. This message — that you’re there to help and not take over — must be clearly communicated when you arrive. Work with the boss to develop an on-site team with the necessary personnel leaders. Establish a command center with clear lines of communication.
• Conduct a crisis planning meeting early with your on-site team. Develop objectives and individual team assignments with action plans. Make budget plans for any special human resources or capital expenditures that could come up. Establish a regular meeting date and time for team leaders to report the status of their action plans.

TAKE THE NEXT STEP. Usually time is of the essence on an elsewhere assignment, but now is also the perfect time to dig into and not overlook root causes for the problem, disaster or crisis that called you out in the first place. Although your focus will be to get things back to normal quickly, the opportunity to improve things for the longer term does exist. Think about what can be done to prevent this situation from happening again? What can be done to mediate the risk?

Maybe now is the best time to implement some practical longer term solutions or make mandatory assignments for an agreed-on future date. Remember you carry the authority of the CEO for this short-term, special assignment. With these tips, you can increase your chances of returning home with a message of mission accomplished and a strong plan to head off similar situations in the future.

The author is an accredited associate of The Institute for Independent Business, a certified professional instructor and a certified instruction designer. He can be reached at odosland@giemedia.com.

Auditor's Soapbox

When you get sent to an elsewhere assignment, you don’t want to worry about forgetting something at the last minute. You’ll likely be in a remote area and may not have Internet connectivity or access to the local Wal-Mart or supply store.

I keep a pre-packed briefcase at the ready with these inspection essentials: two powerful flashlights, batteries, spatula, stainless steel mirror, knee pads, disposable coveralls, shoe covers, gloves, insect collectors  and tweezers, magnification devices, a basic tools kit, numerous sample bags, quick pictorial references, pH test strips, binoculars, pens, pencils and notepad, portable organizer, clipboard, recording devices, business cards and proper identification.