- Disorganized and chaotic. There is no process control, no document control, no change control, no data integrity, and no QA. Anyone can write an SOP on any topic and no one will review or approve it; it’s just final once you decide you’re done writing it.
- Managers demand that you complete “Process Improvement” but there is no framework for this; no DMAIC, no metrics, no methodology, no parameters, no proper analysis, and they have no interest in measurability. Managers really just want you to change something - ANYTHING - immediately. It doesn’t even need to be an improvement - just make literally any change even if it makes it worse, and do it NOW.
- There is no duplication of work, so only one person knows how to do each role and if they leave, their knowledge goes with them. The “Everyone is a mini-CEO” philosophy is well recognized as an irresponsible business practice; it leaves the company too vulnerable to the actions of individuals.
- There is no training, even for a role requiring a high level of complex analysis and problem solving. Manager stated “It’s easier for me to do the work myself than train someone how to do it.” According to the manager, training means “We show you around, introduce you to the department, and that should be enough.” Inexperienced manager used fear and threats from the get-go rather than training and development.
- Managers demand that you create new procedures for handling processes with significant financial and legal implications without any second set of eyes on what you’re doing, and then you will be the only person executing the procedures once you’ve created them. They do not want to review it, they just want you to do it - immediately - with no process for review or input from upstream, downstream, or cross-functional teams to ensure requirements are being met. Having one individual create and execute financial procedures is irresponsible to say the least - this is a huge liability for the company, leaving the door open for potential fraud and simple human error.
