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obstacles · anyone with the link · listed publicly · federation on
30 people · 42 ideas · 2 groups · 2 rooms federated
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On another site, as a live map:
As a picture: https://truecauses.org/d/a0141f0/map.svg
As data: every judged pair in this room (CSV). Each claim has its own address, /c/a0141f0/<card>, listed under the map.
Credit when you publish: Causal map: True Causes, https://truecauses.org/d/a0141f0
THE QUESTION

Why are deliveries late?

The root causes, deepest first. Disagreements stay on the map.

closed · back to Actions
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This room’s map
Deepest causes on the left, roots outlined in green. Tap a claim to see its chain.
a link the room certified contested: the room could not settle it
We measure errors per order, so a bigger order hides more mistakes → Two products with almost the same code sit on the same rackA short pick is recorded as complete so the line keeps moving → Small errors are hidden to avoid blameA short pick is recorded as complete so the line keeps moving → Picks are wrong often enough that customers now check every palletNew staff copy bad habits from old hands → Picks are wrong often enough that customers now check every palletSmall errors are hidden to avoid blame → A short pick is recorded as complete so the line keeps movingSmall errors are hidden to avoid blame → Two products with almost the same code sit on the same rackFixes are patched locally and never shared → We spend more time fixing errors than we would preventing themFixes are patched locally and never shared → Targets reward speed over accuracyPeak-hour load exceeds planned capacity → Picks are wrong often enough that customers now check every palletPeak-hour load exceeds planned capacity → Overtime is the normal way we finish a week, not the exceptionThe best pickers are moved to whatever is late, so nobody learns a zon → Fixes are patched locally and never sharedThe handheld takes four seconds to confirm, so people batch their scan → Targets reward speed over accuracyTwo products with almost the same code sit on the same rack → Picks are wrong often enough that customers now check every palletTargets reward speed over accuracy → Fixes are patched locally and never sharedTargets reward speed over accuracy → Nobody checks a pallet before it is wrappedSupervisors are measured on dispatch time and nothing else → A short pick is recorded as complete so the line keeps movingPicks are wrong often enough that customers now check every pallet → A short pick is recorded as complete so the line keeps movingPicks are wrong often enough that customers now check every pallet → Overtime is the normal way we finish a week, not the exceptionThe forecast is made by people who never see a peak → Targets reward speed over accuracyOvertime is the normal way we finish a week, not the exception → A short pick is recorded as complete so the line keeps movingWe measure errors per order, so a bigger order hides more mistakesWe measure errors perorder, so a bigger order…New staff copy bad habits from old handsNew staff copy bad habitsclusterCLUSTER 1Peak-hour load exceeds planned capacityPeak-hour load exceedsclusterCLUSTER 3The best pickers are moved to whatever is late, so nobody learns a zonThe best pickers are movedto whatever is late, so…The handheld takes four seconds to confirm, so people batch their scanThe handheld takes fourseconds to confirm, so…Supervisors are measured on dispatch time and nothing elseSupervisors are measured ondispatch time and nothing…The forecast is made by people who never see a peakThe forecast is made bypeople who never see a peakTargets reward speed over accuracyTargets reward speed overaccuracypart of a feedback loop⟳Fixes are patched locally and never sharedFixes are patched locallyand never sharedpart of a feedback loop⟳A short pick is recorded as complete so the line keeps movingA short pick is recorded ascomplete so the line keeps…part of a feedback loop⟳Small errors are hidden to avoid blameSmall errors are hidden topart of a feedback loop⟳clusterCLUSTER 4Two products with almost the same code sit on the same rackTwo products with almostthe same code sit on the…part of a feedback loop⟳Overtime is the normal way we finish a week, not the exceptionOvertime is the normal waywe finish a week, not the…part of a feedback loop⟳Picks are wrong often enough that customers now check every palletPicks are wrong oftenpart of a feedback loop⟳clusterCLUSTER 5Nobody checks a pallet before it is wrappedNobody checks a palletbefore it is wrappedWe spend more time fixing errors than we would preventing themWe spend more time fixingerrors than we would…
Every claim on this map, with its own address (16)
The forecast is made by people who never see a peak
Targets reward speed over accuracy
The best pickers are moved to whatever is late, so nobody learns a zone
Fixes are patched locally and never shared
We spend more time fixing errors than we would preventing them
Nobody checks a pallet before it is wrapped
The handheld takes four seconds to confirm, so people batch their scans
Picks are wrong often enough that customers now check every pallet
Overtime is the normal way we finish a week, not the exception
A short pick is recorded as complete so the line keeps moving
Peak-hour load exceeds planned capacity
Two products with almost the same code sit on the same rack
Small errors are hidden to avoid blame
New staff copy bad habits from old hands
We measure errors per order, so a bigger order hides more mistakes
Supervisors are measured on dispatch time and nothing else
Each page says what the room certified around the claim, with the counts, and can be cited, embedded, or read as JSON.
The merged map
Folded from 2 rooms (all demos).
why
Every group built its own map from its own wall; these are folded into one. The same claim raised in two groups is one item, and each connection shows how many groups found it. Where groups found opposite things, that is published as a conflict.
The rooms certified 35 links between them, but no link was found by more than one independent source (rooms that share a source, or vote as one, count once), so there is no shared map yet. Each room’s own map stands alone: Why do our lorries never leave on time? (15), Why are deliveries late? (20). A shared map appears when two rooms certify the same link; a card that travels between rooms during Generate is what makes that possible.
THE ROOMS IN THIS MAP
Why do our lorries never leave on time?settled after another room's map was already readable · 08 Sep 23:01
⚠ demo · 7 cards word for word the same as in “Why are deliveries late?”
counts its verdicts weigh on this map — steward trusted by this instance
Why are deliveries late?settled while no map on this question could be read · 08 Sep 23:00
demo · stands 1 vouch from its source, trusted steward admin
⚠ demo · 7 cards word for word the same as in “Why do our lorries never leave on time?”
counts its verdicts weigh on this map — vouched for by the steward of “Why do our lorries never leave on time?”
A room counts once someone accountable stands behind it. ● settled before any map was public; ○ after.
As a list — 35 links, graded by how many rooms found each; and 7 claims raised in more than one room
RAISED IN MORE THAN ONE ROOM
◆ The site was designed for half the volume it now handles 2 rooms
◆ Data lives in three systems that disagree 2 rooms
◆ Supervisors are measured on dispatch time and nothing else 2 rooms
◆ Targets reward speed over accuracy 2 rooms
◆ Agency staff are on site for three days and never see the layout twice 2 rooms
◆ Small errors are hidden to avoid blame 2 rooms
◆ Handovers between shifts lose key details 2 rooms
EVERY LINK · solid and thicker: found by more rooms · dashed grey: one room
A picker who slows down to check is beaten by one who does not → Small errors are hidden to avoid blame 1 room
A short pick is recorded as complete so the line keeps moving → Small errors are hidden to avoid blame 1 room
A short pick is recorded as complete so the line keeps moving → Picks are wrong often enough that customers now check every pallet 1 room
Fixes are patched locally and never shared → We spend more time fixing errors than we would preventing them 1 room
Fixes are patched locally and never shared → Targets reward speed over accuracy 1 room
Handovers between shifts lose key details → The scanner and the label printer disagree about leading zeros 1 room
Handovers between shifts lose key details → Nobody reconciles what left the building with what was ordered 1 room
New staff copy bad habits from old hands → Picks are wrong often enough that customers now check every pallet 1 room
Nobody has costed what an error actually costs us → An error is only an error if the customer notices 1 room
Nobody has costed what an error actually costs us → Pickers are ranked against each other on a screen by the door 1 room
Nobody has costed what an error actually costs us → Targets reward speed over accuracy 1 room
Nobody has ever been thanked for catching an error → Small errors are hidden to avoid blame 1 room
Nobody has ever been thanked for catching an error → Returns are put back on the shelf without being checked 1 room
Nobody is paid for the ten minutes it takes to do a handover properly → New product codes arrive without anyone being told what changed 1 room
Overtime is the normal way we finish a week, not the exception → A short pick is recorded as complete so the line keeps moving 1 room
Peak-hour load exceeds planned capacity → Picks are wrong often enough that customers now check every pallet 1 room
Peak-hour load exceeds planned capacity → Overtime is the normal way we finish a week, not the exception 1 room
Picks are wrong often enough that customers now check every pallet → Overtime is the normal way we finish a week, not the exception 1 room
Picks are wrong often enough that customers now check every pallet → A short pick is recorded as complete so the line keeps moving 1 room
Small errors are hidden to avoid blame → Two products with almost the same code sit on the same rack 1 room
Small errors are hidden to avoid blame → A short pick is recorded as complete so the line keeps moving 1 room
Supervisors are measured on dispatch time and nothing else → A short pick is recorded as complete so the line keeps moving 1 room
Targets reward speed over accuracy → Nobody checks a pallet before it is wrapped 1 room
Targets reward speed over accuracy → Pickers are ranked against each other on a screen by the door 1 room
Targets reward speed over accuracy → Fixes are patched locally and never shared 1 room
The best pickers are moved to whatever is late, so nobody learns a zon → Fixes are patched locally and never shared 1 room
The forecast is made by people who never see a peak → Targets reward speed over accuracy 1 room
The handheld takes four seconds to confirm, so people batch their scan → Targets reward speed over accuracy 1 room
The induction is a video nobody watches to the end → Handovers between shifts lose key details 1 room
The induction is a video nobody watches to the end → The scanner and the label printer disagree about leading zeros 1 room
The system says a location is empty when a pallet is sitting in it → Data lives in three systems that disagree 1 room
The trolleys are too small for the orders we now get → New product codes arrive without anyone being told what changed 1 room
The trolleys are too small for the orders we now get → Targets reward speed over accuracy 1 room
Two products with almost the same code sit on the same rack → Picks are wrong often enough that customers now check every pallet 1 room
We measure errors per order, so a bigger order hides more mistakes → Two products with almost the same code sit on the same rack 1 room
Connections, with how many groups found each (35)
Handovers between shifts lose key details→The scanner and the label printer disagree about leading zeros1 group
Nobody has ever been thanked for catching an error→Small errors are hidden to avoid blame1 group
The system says a location is empty when a pallet is sitting in it→Data lives in three systems that disagree1 group
Fixes are patched locally and never shared→We spend more time fixing errors than we would preventing them1 group
Supervisors are measured on dispatch time and nothing else→A short pick is recorded as complete so the line keeps moving1 group
The forecast is made by people who never see a peak→Targets reward speed over accuracy1 group
The induction is a video nobody watches to the end→Handovers between shifts lose key details1 group
The handheld takes four seconds to confirm, so people batch their scan→Targets reward speed over accuracy1 group
Small errors are hidden to avoid blame→Two products with almost the same code sit on the same rack1 group
Targets reward speed over accuracy→Nobody checks a pallet before it is wrapped1 group
The trolleys are too small for the orders we now get→New product codes arrive without anyone being told what changed1 group
Nobody has costed what an error actually costs us→An error is only an error if the customer notices1 group
A short pick is recorded as complete so the line keeps moving→Small errors are hidden to avoid blame1 group
A short pick is recorded as complete so the line keeps moving→Picks are wrong often enough that customers now check every pallet1 group
The best pickers are moved to whatever is late, so nobody learns a zon→Fixes are patched locally and never shared1 group
Picks are wrong often enough that customers now check every pallet→Overtime is the normal way we finish a week, not the exception1 group
The induction is a video nobody watches to the end→The scanner and the label printer disagree about leading zeros1 group
Peak-hour load exceeds planned capacity→Picks are wrong often enough that customers now check every pallet1 group
Nobody has costed what an error actually costs us→Pickers are ranked against each other on a screen by the door1 group
Handovers between shifts lose key details→Nobody reconciles what left the building with what was ordered1 group
The trolleys are too small for the orders we now get→Targets reward speed over accuracy1 group
Targets reward speed over accuracy→Pickers are ranked against each other on a screen by the door1 group
Nobody is paid for the ten minutes it takes to do a handover properly→New product codes arrive without anyone being told what changed1 group
Small errors are hidden to avoid blame→A short pick is recorded as complete so the line keeps moving1 group
Overtime is the normal way we finish a week, not the exception→A short pick is recorded as complete so the line keeps moving1 group
A picker who slows down to check is beaten by one who does not→Small errors are hidden to avoid blame1 group
Fixes are patched locally and never shared→Targets reward speed over accuracy1 group
Peak-hour load exceeds planned capacity→Overtime is the normal way we finish a week, not the exception1 group
Targets reward speed over accuracy→Fixes are patched locally and never shared1 group
Nobody has costed what an error actually costs us→Targets reward speed over accuracy1 group
We measure errors per order, so a bigger order hides more mistakes→Two products with almost the same code sit on the same rack1 group
New staff copy bad habits from old hands→Picks are wrong often enough that customers now check every pallet1 group
Nobody has ever been thanked for catching an error→Returns are put back on the shelf without being checked1 group
Two products with almost the same code sit on the same rack→Picks are wrong often enough that customers now check every pallet1 group
Picks are wrong often enough that customers now check every pallet→A short pick is recorded as complete so the line keeps moving1 group
what to do about these →