Skip to main content

Purpose allows simplicity

Day to day business can get awfully complicated. When it starts to be too much is often the starting point for business improvement activity. However, streamlining and simplifying your processes without adequate focus can deliver less than optimal solutions.

It is crucial to remember why a process or system exists; this will help you re-focus your approach. In some cases processes can be eliminated rather than improved, things change and sometimes business processes don't follow.

When you come from the purpose of why a process exists a very complex situation is boiled down to its essence. When you have the 'aha' moment of what the purpose is, the myriad of steps within the process make sense and you can quickly find the improvement areas that are required and then come up with a simpler approach.

Coming from purpose cuts out the unnecessary, everything that doesn't help you achieve your purpose stands out like a sore thumb. Pruning becomes far simpler when it is agreed as to what you are meant to be doing. Usually, as time passes the additional tasks and activities that are passed into the team / department blur the original (purposeful) process, recalling purpose clarifies this.

To speed up your business improvement activities remember what the purpose of a process is, refocus your activities to prune away the unnecessary, and simplify the steps.

Smartspeed Consulting Limited
Deliver on Time with Smartspeed

Popular posts from this blog

Stop firefighting, start performing!

Another weeks passes and another example of unnecessary fire fighting demonstrated by a business I have been to help. If you have this taking place in your business, let me ask you a few questions: 1. What keeps on happening? Regain control with this practical book Can you pin down what it is that you keep having to do, to get out of trouble? If you can't, is there a pattern you can observe? 2. Do you want it to stop? Is it causing you enough of a problem that you want it to stop? If the answer is yes, keep reading, if not park it for another day. 3. Find out what is going on Do you know why you are having this issue? If you aren't sure where the issue is arising from, then take a few minutes to have a look around. When you have some idea, go to the next step. 4. Cause and effect Do you know what is truly causing the fire fighting situation? If you spend the time to get to the root cause of the situation , you have a good chance of permanently eliminating this situation. Most p

Kaizen improvements need to be specific

Do you find that your Kaizen improvements don't always go to plan? If you do, then you're with the majority! Whilst there is great deal of 'trial and error' there is a simple approach that can help. Available from Amazon Being specific about critical parts of your improvement can uplift your results. So, how do you go about doing this? The most direct route is to be clear about which parts of your improvement are critical. From here you can explain, in detail, what you want for those items. This might take some practice as many of us have become lazy in this regard. We take it for granted that our team 'get us' and will know what they need to do. If you ever feel that something basic is missing from an improvement ask this question: "What does good look like?" The answer should put you back on track. About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and

Are your teams clear?

I have recently finished working with a team that were struggling. They were struggling to meet their production schedules. They were struggling to respond to customer enquiries on time. They were burnt out and frazzled. After some prodding and poking it became clear what their issues were. In particular, it became obvious that expectations of the team weren't clear or defined. Defining what you expect from teams is a standard management approach. The problem with most teams is that leadership describe the standards in vague terms . So, what happens if you get the standards crystal clear? You should expect to see the team produce the right outputs. They should produce the outputs at the right time. And, they should produce them in an agreed way. Be clear with your teams. Ask the question: What does good look like? If you want to get some more ideas on how to define effective standards and visions, get your copy of my book today . What does good look like? is a practical guide to h