Skip to main content

Where's the process improvement data?

When you are engaging in process simplification, or process re-engineering, then having some data to hand is absolutely pivotal to the work you are doing. You do not need to have full unit cost information available before you do some form of business process re-engineering, but having no data whatsoever is a recipe for disaster when it comes to doing this kind of improvement work.

I've seen on numerous occasions businesses attempt to do business process re-engineering when they have no tangible evidence to work on and validate these decisions. If this is you then please stop!

Take the time to go and gather some data, to get some facts and figures around your business processes. You will save a lot of time in the long term if you go and get this information, too many businesses go full steam ahead without having any facts to back up the conversations that ensue once this process get started.

If you're struggling to work out what kind of data you need then come up with a very simple high-level business process map of the business and establish the kinds of parameters and information you would want to know about the business process in order for you to make educated decisions when it comes round the time you want to make changes.

When you have this suite of information you will be in possession of objective information that allows you and your team to make the right decisions about the business process. Please take the time to come properly equipped to your business process improvement projects. The rate of change you will make, and the quality of the decisions you make, will be significantly affected by this preparation.

Smartspeed Consulting Limited
Taking the frustration out of on time delivery.

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