Improving Process and Workflow

 

What Gets Looked At Gets Fixed

This in a intereresting truth that never seems to fail. Once something starts being looked at it immediately becomes obvious what could be easily changed. The bigger challenge is to actually begin documenting and understanding the detailed workflows including, sources, decisions, processing, and the outputs that make up your organization's work cycles.

Once this is done it is much simpler to enact process and performance change. One other truth, it is much easier and more productive to change what is consistent.

Using The 80/20 Rule For Process Improvement

80% percent of the issues can be solved by changing 20% of the processes. This interesting rule rings true the majority of the time.

When reviewing all the symptoms to be fixed associate them with the process responsible and a picture of the piorities for change will emerge.

Defining An Approach to Process & Workflow Improvement

Defining a consistent approach for use in improving process and workflow is a cornerstone in the improvement process.

The approach can be broken down into the following components:

• Define the problem,
• Document the current situation,
• Visualize the ideal situation,
• Define measurement targets,
• Brainstorm solutions,
• Ratify & select a solution,
• Develop implementation plan,
• Implement plan,
• Measure, record and compare results to targets,
• Prepare summary documents,
• Create short term action plan, on-going standards and sustaining plan.

The more consistent the approach the more qucikly and accurately a team can design and implement positive changes.

Looking For Process & Workflow Inefficiencies

In examining the processes & workflows here are some things that should be carefully examined :

• Is work moving back and forth between parties too many times?
• Is work being duplicated?
• Are proceses or workflows creating excessive extra steps?
• Is work being done at the appropriate skill level to complete in the lowest amount of time and resources?
• Are workflows creating mental clutter for the team members that can be reduced?
• Are workflows very manullay driven or controlled by software?
• Are the workflows requested of team members appropriate for their skill level?
• this is just a very small sample

Implement What Can Be Implemented Simply First

Once a picture of the required changes emerges, organize the changes from simplest to implement to most difficult to implement. Begin by fixing the most simple, your team gets to adjust to changing processes in smaller increments and set methods for the larger changes.

As a rule get rid of the smallest matters first to reduce clutter later in the process as the changes become more complex they can have more direct focus.

Understanding The "Vision Without Implementation = Fantasy" Formula

This formula is vital to apply to any process or workflow improvement project. No matter what the firm's or organization's vision is to improve itself, it is a waste of resources if it cannot be implemented for any reason.

If there are roadblocks in the way of implementation those should be eliminated prior to beginning any initiative. Often a rescaling or modification of the initiative so that it can get under way is advantageous to get things underway while roadblocks of the larger intiative are eliminated.

"A good plan violently executed now is better than a perfect plan executed next week."
George S. Patton

Understanding "Perfection Is The Enemy Of The Good"

Voltaire's observation that perfection is the enemy of the good is especially applicable to operational innovation.

Companies that strive to design the ultimate new way of doing things usually do nothing at all; they lose momentum while tinkering and revising, and the resulting solution is too grandiose to be implemented. Avoiding this trap is of utmost importance in creating a bias for action.

Use A principle of "70 percent and go": Develop a solution that provides most but not all desired capabilities, get into the field quickly, and then enhance it over time.

This approach allows concepts to be tested, builds momentum and credibility, and delivers early benefits that silence critics and sway doubters.

"A good plan violently executed now is better than a perfect plan executed next week."
George S. Patton

" Doing Work Efficiently Is Often An Excuse For Doing Work
You Shouldn't Be Doing At All"

The approach of Operational Innovation or Constant Innovation can be firm changing, but requires some prerequisites.

The proposition is not to make work more efficient but eliminate the work requirement if all possible in contrast to only approaching improvement of the existing processes and workflows.

Constant Improvement's experience over nearly two decades has seen this play out again and again as a firm changing experience with one caveat, it has to be approached correctly, with the right committments, and prerequisites in place.

These include for a sample:

• Understanding what is currently happening within your organization from a workflow perspective,
• Management commitment to the process,
• Designated and enabled authority to make the changes,
• Designated resources with applicable skills & experience,

For further reading on this approach the article below provides insights and backgound.

For an article from Harvard on Operational Innovation ...click here

For more on Creating A Culture Of Innovation ...click here

Managing Change Effectively

There is an expression that "nothing is a constant except change itself”. However the negative effects of change can be reduced and often completely mitigated with the right approaches and delivery.

Managing change effectively requires a few components for a sample:

• Building the appropriate tools,
• Accurately determining the change or what is known as the Delta (%change)
• Eliminating inherent change failure,
• Understanding knowledge bridging,
• Developing a suitable training format,
• Creating comfort in change

With these correctly aligned change can become very comfortable and just a routine part of the work cycle.

For more on Managing Change Effectively...click here

Investing Constantly In Improvement

Investing constantly in improvement has it's costs, but will actually save your firm or organization amounts many times over of the costs associated with the efforts if managed and implemented correctly. The challenge or art is determining the right level of effort at the right points in time.

Too much effort expended too early will reduce effectiveness and too much effort too late will make costs excessive. Finding the balance is critical to the success of any improvement initiative undertaken.

For further information or to speak with an Advisor Free Of Charge contact us: by email ... click here or call 888-980-7520

Thanking you in advance for the honour to be of service,

Constant Improvement Group

Workflow, Performance, & Innovation Leaders

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