A significant part of a manager's job is to control the processes involved in the successful operation of a business. This control process consists of key elements that management must be aware of before designing control systems. While each control system is unique because it is based on the process being observed, the key elements should be factored in wherever applicable. These include the characteristic or condition being controlled, the sensor, the comparator, and the activator.
The Key Elements of Control
While each of the key elements is a standalone component of the process, value is derived from the integration of the moving parts. Controllers and project managers are tasked with recognizing and assessing each element and the relationships between them. The elements include:
Condition or Characteristic - Because organizational systems are large and complex, it is virtually impossible to control every aspect of their operations with rigid control mechanisms. Controllers can, however, determine the key conditions or characteristics of output and monitor them. For example, if an organizations focuses on quality and durability, then the control factors should be testing the consistency of quality and the overall durability in the outputs of the system.
Sensor - After determining a condition(s), managers must integrate the various communications and data collecting sensors that procure and pass information from the system to management. This can be done using various logistics tools (bar codes, data manipulation software, etc.) to provide the controller a source of accurate and timely information relevant to the overall performance of the process. It is important that the communication is carefully worded, as mis-communication and misinterpretation of date can lead to costly mistakes.
Comparison with Standards - Information should be collected and interpreted in a timely and accurate way by management and then benchmarked against previously stated organizational or competitive standards. At this point, deviations from the expected outcomes and/or desired results can be noted and implementation discussed. If the system is too far outside of controlled standards to have a viable solution, the project may be shut down.
Implementor - Finally, after collecting data and comparing it with desired standards, an implementation strategy for alterations can be integrated into the existing process. This is often referred to as a series of corrective actions that address and test issues with the process in the next control cycle.
As implied above, this process is iterative. As long as there are outputs being produced and inputs being consumed, the organization will conduct productivity assessments in a control function to improve the overall efficiency of the organization. The key components of any control sequence will underline these four elements.