Quick answer
For several normal shifts, note why people need the owner, not just how often they interrupt. Group questions into missing information, missing authority, missing resources and genuine exceptions. Fix the largest repeat cause first, then check whether the work gets done without the same interruption.
Capture the question in the person's words
A tally labelled 'staff questions' tells you little. 'Which supplier sells these lids?' suggests an information gap. 'May I order another box?' suggests an authority gap. 'Can you serve while I check the delivery?' may be a capacity gap. Each needs a different response.
Keep the log light. Write the time, question, what you were doing and what resolved it. Record a rough duration only if that is easy; this is a diagnostic exercise, not a precise time-and-motion study. Explain to the team that you are improving the system, not scoring who asks for help.
Use a small set of causes
At the end of the shift, choose the most likely cause for each entry. If the same question has several causes, keep a short note rather than forcing certainty. A staff member might know the procedure but lack access to the right cupboard or system.
HSE recognises clear responsibilities and a way to raise uncertainty as useful parts of work design. Keep that route open. The goal is to reduce unnecessary dependence, not make someone reluctant to ask about an unfamiliar or unsafe situation.
| Question | Likely cause | Possible next action |
|---|---|---|
| Where is the current returns policy? | Information cannot be found | Move or rename the approved guide |
| Can I resolve this ordinary complaint? | Authority unclear | Agree remedy limits and exceptions |
| Who covers my break? | Capacity or coordination | Confirm cover in the shift plan |
| This product may be unsafe | Genuine escalation | Follow the safety procedure promptly |
Further reading: HSE: Management Standards — Role
Fix one repeat cause properly
Suppose six interruptions concern where information lives. Creating a large manual is not necessarily the answer. Put the three frequently requested instructions where staff already look, name them using their language and ask someone to find the answer without your help.
If permission requests dominate, delegate a bounded decision. If cover requests dominate, inspect the staffing plan. Do not prescribe a knowledge base for a queue that needs another trained pair of hands. Choose an owner and a review date for the change so it survives beyond the conversation.
Protect a realistic block of owner work
Once the team has a route for ordinary decisions, trial a short period for work that requires concentration, such as reviewing bills. Name who is handling operational queries during that period. Choose a time when the shop can support the arrangement.
For an illustrative plan, the owner works on accounts for 40 minutes after the rush while the lead handles the agreed routine decisions. Emergencies and safety concerns still get immediate attention. Questions that can wait go into one agreed list, with a stated time when the owner will respond.
Interruption log Time and question: What was needed to resolve it: Cause: information / authority / resources / exception Repeat question?: Change to test: Review after these shifts:
Check the result with the team
Compare similar shifts after the change. Ask whether people found the answers, had enough permission and felt comfortable escalating. Fewer calls are useful only if tasks, customer outcomes and safety remain sound.
Retire log categories that have stopped helping. After the first review, a simple note of recurring exceptions may be enough. Reopen the fuller exercise when you change the menu, introduce a new product range or notice yourself answering the same question every day again.
Unpickle's shared house knowledge can hold the answers your team repeatedly needs. Start with the questions in your own log, then test whether staff can find them. Make everyday answers easier to find.