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You Don't Have Time To Improve Your Business?

I get it. No, I really do. People are busy. Are you busy? I certainly know the feeling.

However, when someone tells me that progress is not being made on their improvement projects because they haven't got time it makes me question what they do have time for.

It seems that many people have time to:


  • Correct mistakes caused by poorly designed, or executed, processes.
  • Lose hours within ineffective meetings that drag on and don't generate action.
  • Put up with the status-quo because it is more comfortable than trying out a few new things in the business.
  • Run around like headless chickens; the chaos of the business dictating their days rather than an agreed process focussed routine being adhered to.
Yes, it is easy to write these words from the comfort of my blog. But, if you're like me, you've been there too. I know that my days of running around may have looked good to others (who didn't know better), but my running around only masked the ineffectiveness of the business operations I was trying to run.

There is only so much faster you can run until you get tired.

There is only so much extra work you can do until you start making mistakes.

I think that the notion of 'if you think it's important you'll make it happen' is as true with continuous improvement as it is with anything else.

If you think your projects are worth doing you'll make the time. If you can't make the time then you'll break it down into tiny chunk and drip feed it into your day. And, if you're not sure if your projects are that important then you'll take the time to recall the benefits of doing the project in the first place.

Hopefully you'll end up like plenty of people I know who start to get a hunger for this stuff. They can't accept the status-quo if it is poor (and the comfort I referred to earlier isn't really that comfortable!), they'll rip up the existing process and design a new one.

So, do you have time to improve your business?



Giles Johnston
Author of Business Process Re-Engineering

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Where there is a (performance) gap there is a concern

I had a really good day yesterday working with a client's team.

The team has issues. Plenty of issues. Some are managerial issues, some are people issues and some are production issues.

When I first met the team they didn't know what to do with their issues, so I started by helping them to see more issues.

Issues everywhere, they didn't seem very impressed.

And then we captured the issues as 'concerns' into the tried and tested 'concern cause countermeasure' format and followed the process:

Concerns probed for root causes and root causes converted into countermeasures.
Soon they realised that some of their root causes dealt with numerous concerns and they gained momentum.

Yesterday we pulled another one of their processes apart and identified all of the gaps. The gaps became concerns and we fed them back into the process. Now they have a practical action plan (of countermeasures) to upgrade the process in question.

What do you do with your performance gaps? …

Free Continuous Improvement Guide

I have recently published a new free guide, with the title:
Six Quick Tips to Help Continuous Improvement Deliver Results Faster In the guide I share how to:
Use the continuous improvement cycle properly.Get projects moving, if they are slow to start or have stalled.Identify the 'biggest bang for your buck' when reviewing opportunities.Determine the level of change you need to achieve through your improvements.Flip staff grumbles and concerns into positive improvement actions.Increase the overall rate of progress on your projects. All of the tips are highly practical and are no-cost strategies.
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Enjoy reading,

Giles
About the author Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes. Giles is also the author of Business Process Re-Engineering and creator of the 'Making It Happen' continuous i…