Mad Dog Follow-Up

I use “mad dog follow-up” to describe constantly and frantically chasing the same problems. All day, we call, remind and expedite; the same round begins again the next day.

Moving beyond chasing

Before making a problem personal, let us examine how the work is designed, which information or resource is missing and why the error recurs. This does not remove individual responsibility; it helps us address it more clearly and fairly.

Tools such as the 5 Whys and fishbone diagrams help organise possible causes. A cause written down is not yet a verified cause; it must be tested through observation and data.

How can we follow up a problem?

For example, at a station repeatedly stopped by missing materials, record the missing part and its impact, define the initial measure and assign an owner and action dates for investigating replenishment. Then monitor whether the problem recurs under comparable conditions as well as whether the material arrived that day.

Employees should be heard when they report a problem, and the outcome of actions should be shared with them. Trust, clear follow-up and learning progress together.

Let us aim to build a system that needs fewer reminders.