The foundation of things

I just got out of an audit. Seen by many as a time-consuming obligation; a 'necessary evil', necessary to obtain and/or maintain your certifications. I prefer to see it as a useful instrument: a test that gives you insight into your processes, revealing imperfections. Although there is a catch in the latter. 

For how easily can we not be led by 'the delusion of the day'? Something goes wrong in the process, a machine breaks down or agreements are not kept. We repair it, fix it, improve our lives. Those that work like that, let their agenda be determined by the world around them. 

Of course, an audit is not about not making mistakes anymore; it is about not continuing to make the same mistakes. Its basic idea is powerfully described by that well-known commercial slogan: 'Let's make things better'. 

With only 'make things better' you're not there, of course. Because what is 'better'? What are your criteria for it? Is it 'make more profit'? Watching over your money can be a legitimate reason to change business operations or processes. Is the criteria 'satisfied customers'? Are they really waiting for your investments in new methods, machines or people that promise improvement? Does it also benefit them? 

To find out what your deepest motives are for wanting to change something (because you want to improve), you have to dig deeper (and that is not a trap). In order not only to list the criteria, but also to substantiate and motivate them, we need something we hardly allow ourselves: Rest... Time for reflection.

As soon as you no longer see improvement processes as time-consuming, but change them into 'taking time for it', you already have your first point for improvement.

Pieter Vos
Director Nutrilab