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RACI Charting Overview

RACI Charting Overview

Objectives:
• To understand the need for and the benefits of having clearly defined
responsibilities and accountabilities
• To be able to develop and use an effective RACI chart

Purpose:
• The purpose of the RACI process is to answer the following questions:
– What activities must be performed?
– What decisions must be made?
– Who must perform them?

RACI is a highly participative process

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RACI Charting - A Powerful Organizational Design Tool

• A technique to identify “key” activities, decisions and


the roles involved in those activities and decisions
– Identify all activities and decisions that must be done or R
made to run the day-to-day business effectively
– Identify for the activity or decision :


Who is Accountable
Who is Responsible
A
• Who must be Consulted
• Who must be Informed
– Document on charts for reference C
I
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RACI Charts Can Be Used To...

• Clarify the relationship between the “A” and the “R”


• Ensure accountability is placed at the right level
• Push responsibilities and accountabilities down to the lowest level
• Clarify the single “A” concept
• Understand the interfaces between business process areas
• Identify gaps in accountabilities and responsibilities
• Provide employees the authority to get the job done
• Increase productivity through well defined responsibilities and accountability
• Eliminate overlaps, redundancies and misunderstandings
• Eliminate unneeded interfaces and place accountability where it belongs

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RACI Definitions

e"
er
H
Accountable:
s
op

The person who is ultimately accountable for an activity / decision


St
k

Includes yes / no and power of veto


uc
B

Only one "A" can be assigned to an activity or decision


eh

Can also be “Responsible” for the activity or decision


"T

Responsible:
People who perform an activity / decision
The “doers”
“R’s” can be shared
Can also be “Accountable” for the activity
Consulted:
People who must be consulted before an activity or decision is
performed
Informed:
People who must be informed after a decision or action

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RACI Definitions (cont.)

Role Players: A position assigned to


complete an activity

Process Area: A major RR AA CC II


process to be analyzed
through RACI charting AA RR CC II

CC II RR AA

II RR AA
Activity: An action or
decision that is one of RR AA CC
several sequential steps in
the completion of a business AA II RR CC
process
AA CC RR II

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Five-Step RACI Process

Step 1: Determine the activities / decisions

Step 2: Prepare a list of role players

Step 3: Develop the RACI charts

Step 4: Analyze and validate the RACI charts

Step 5: Get feedback and buy-in

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Step 1: Determine the Activities / Decisions

What Are They? Sources for Identification Analyze


• Identifiable • Idea generation • Should it be performed
• • (e.g., value added)?
Mandatory Job Descriptions
• What is significant /
• Controllable • “As-Is” brown paper impacted?
• Practical • Functional decomposition • Is it duplicated
• Interviews elsewhere?
• How often is it performed?
• Is it performed at the
proper skill level?

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Guidelines for Developing the Activity or Decision List

1. Avoid obvious or generic activities, e.g., “attend meetings”


2. Each activity or decisions should begin with an action verb. Examples:
Evaluate Schedule Review
Record Determine Operate
Monitor Prepare Update
Decide Approve Conduct
Develop Inspect Train
Report Authorize Plan
3. When the action verb implies a judgment or decision, e.g., evaluates,
monitors, authorizes, etc., add a phase to indicate the primary outcome.
Examples:
• “Monitors production against plan to report deviations and address
corrective actions”
• “Analyzes data to locate source of delay”
4. Activities or decisions should be short, concise and apply to a role in the new
organization and NOT the individual who will fill the role
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Step 2: Prepare a List of Role Players

Roles can be individuals, groups or entire departments

Operations Organization
• Head of Operations
• Production Specialist
• Production Engineer
• Production Maintenance
Coordinator
• Shift Leader
• Utility Operator
• Shift Operator
• Shift Maintenance

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Step 3: Develop the RACI Charts
Role Players
Activities /
Decisions

R
ol

ol

ol

ol
e

e
Activities / Decisions

4
Activities / Decisions 1 R A, R C
Activities / Decisions 2 C R A,R
Activities / Decisions 3 R A R
Activities / Decisions 4 C I A R
Activities / Decisions 5 A, R
Activities / Decisions 6 I A R
“A’s” can be
pushed down to
the lowest
appropriate level
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Step 4: Analyze and Validate the RACI Charts

• Review and validate the RACI chart with the “representative” people
covering the roles on the chart

• Capture their input and revise the chart as appropriate

• Review the RACI chart for consistency using vertical and horizontal
analysis

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Step 5: Get Feedback and Buy-In

• Show the RACI chart to the “representative” groups of people covering


the roles on the chart

• Capture their builds and revise as appropriate

• Revalidate the RACI charts with the groups of people who cover the roles
on the chart to get buy-in

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Guidelines for Developing a RACI Chart (To-Be)

• Remember the new culture philosophy when defining roles and


responsibilities:
– Eliminate “checkers checking checkers”

– Encourage teamwork

– 100% accuracy is not always required

• Place accountability “A” and responsibility “R” at the lowest feasible


level
• Authority must accompany accountability
• Minimize the number of roles being consulted “C” & informed “I”
• All roles and responsibilities must be documented and communicated

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Example -- Operations Organization RACI

I
N
D
E
X
Activity
Accountable for safety, operability, quality, rates and
1
schedule adherence R R A R R
2 Accountable for ODR and in-line quality control execution R A R R
Accountable for production and maintenance planning
3
effectiveness A R R R
Promotes and ensures that HSE initiatives / activities are
4
achieved A R R R R R R
Complies to Reliability Team guidelines, practices and
5
procedures A R R R R R R
6 Shares maintenance KPI’s A,R R I
Manages and optimizes production lines, utilities and
7
finished product handling A R R I I
8 Manages and optimizes operation costs A,R R R I I
Supports new product introduction along with Customer
9
Integration Group A R R

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Benefits of RACI Charting

• Defines clear, individual expectations


• Reduces redundancy in activities
• Promotes “clearer” communication -- what is really necessary
• Reduces levels of approval and minimizes need for consensus decision-
making
• Reduces cycle-time for a process by eliminating “coordinators”
• Provides clear, defined interfaces between individuals
• Focuses on value-added activities
• Provides employees the authority to get the job done

Clear roles & responsibilities are identified


through RACI charting

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Linkage RACI Process – Five Steps to Clarity

• Idea generate and list linkages from support area box and wires
• Review linkage list and determine if link:
– Remains as is
– Is being redefined by another work-stream
– Requires OD&I Team to develop Linkage RACI
• Prioritize linkages for RACI by area
• Group workshop to develop first linkage RACI
• Task organize to accomplish Linkage RACI’s

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Questions

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