We usually only get a real understanding of structures and solutions when we go into detail. That is why the goal of coaching must be that coachees work out the solution themselves and thereby gain a profound insight into their own processes. Only then do we – in consultation with the client – leave our role as coach, take a step back and slip back into the role of consultant. At the end of each coaching session, the next steps are agreed upon and parameters are set that serve as target values in further meetings so that we can jointly review the targeted implementation in each case.
We work according to the 8D method, which stands for a team-oriented approach to finding solutions:
- Define the team
Depending on the problem, an interdisciplinary team must be put together that brings together all the necessary knowledge of processes, products and services. - Illuminate the problem
Now the team has to examine the problem in detail. Factual and technical, but also emotional aspects are considered. - Limiting the effects
This step is about what immediate measures can be taken to limit the effects of the problem that have already arisen. - Identify the cause of the problem
The team must identify the cause of the problem in detail. This is the only way to avoid a recurrence of the problem. - Work out the solutions
Based on the root cause analysis, measures can now be developed to prevent the problem from occurring in the future. It is essential to test these extensively before they are introduced. This can be done through “what if…” scenarios. - Implement the solutions and measures
The tested measures can now be implemented in the organisation. However, there needs to be a constant review of the effectiveness. - Avoid repeating the mistake
Similar processes, products and services should be tested for the same problems. In this way, the occurrence can be proactively avoided. - Conclusion
The individual steps must be documented so that the experiences and findings can be referred to in the future.
This methodology can be applied to a variety of situations within an organisation. Accordingly, it is not only particularly exciting for managers, but also for employees.
Keplerstr. 1
70771 Leinfelden-Echterdingen, Germany
Clients so far
Schacht Consulting provided us with significant support in selecting a workforce management solution for our service centres in Hamburg and Leipzig. Thanks to their structured analysis of our organisation’s current situation and our previous, heavily Excel-based staff scheduling processes, as well as their translation of our business and technical requirements into a clear requirements profile, we were able to conduct a targeted assessment of the market for WFM providers. The evaluation matrix, cost estimate and final recommendation provided us with a transparent and robust basis for selecting the right, future-proof solution for our cross-site staff scheduling.
Andreas Franz, H.B.C. Hanse Betreuungscenter GmbHOver many years, we have found our collaboration with Mr Schacht and his network to be extremely professional, reliable and valuable. We particularly appreciate the pragmatic approaches to problem-solving, which are not only convincing in theory but can also be put into practice straight away. The ongoing support we have received over many years, the open communication and the solution-oriented dialogue make this collaboration particularly valuable to us. We look forward to continuing to work together and are happy to recommend Mr Schacht and his network.
We greatly valued the collaboration with Schacht Consulting in redesigning and tendering our central contact centre services. They helped us clarify the role of the call centre within our communication strategy, structure our requirements across all service channels and supporting systems, and turn this into a solid, regulation‑compliant tender package. As a result, we were able to compare bids in a consistent way and award the contract to the provider best suited to our current and future needs.
