Skip to main content

Are you a continuous improvement 'early riser'?

Do you find that your continuous improvement projects are progressing as quickly as you would hope?

If you're not, it might be worth considering what time of day you undertake your improvement activity.

There are two things I would like you to consider:
  1. What time of day do you feel most productive, focused and enthused?
  2. How much of your day is spent in chaos.
Once you have mulled this over, even for a moment, please consider these two questions:
  1. What would happen if you kept a little bit of your best time for continuous improvement?
  2. What would happen if you started your day with continuous improvement?
If you keep a little portion of your most productive time for continuous improvement ten minutes can be worth an hour of normal working time and you can make some serious progress.

If you use the strategy of starting your day with continuous improvement then you increase the chances of doing it and you can put Parkinson's Law to good effect (Parkinson's Law states that work expands to fit the time available - so you can fit the rest of your work into the rest of the day!).

So, if you combine both approaches you might just find a very simple strategy that you can use to accelerate how you make changes happen in your business.


Giles




Free On Time Delivery Improvement Guide
If you would like some simple continuous improvement ideas to help your business improve its on time delivery performance then sign up for my monthly newsletter and get a copy of my guide 'You're Late!!!'.

To get your copy enter your email address below:


Email Address*



* Rest assured that I will not sell, or share, your details.

Popular posts from this blog

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? …

Continuous Improvement and the Five Legged Race

Many improvement projects need the buy in of several people before they can progress. Amongst these people there will be some that have a firm view of what needs to happen and are keen to make progress. Some of the people won't be sure and they will need more time. Other people might not be that interested and have other priorities they want to focus on.

None of this is wrong.

It is an observation of mine and one that I see repeat on a regular basis with the businesses that I come into contact with.

But, if we take the principle from the observation we have an interesting improvement strategy (one that I personally use when I get stuck with my client's improvement projects).

You might have worked out the approach from the title of this blog post, but it is analogous to a three-legged race (or four, five, nine...). If someone in the group moves in the wrong direction and / or at the wrong speed then the whole group falls over.


In the example I gave at the start it is no differe…

Do you have time to prepare (in order to become super productive)?

I had a funny conversation a few weeks ago with a team that was complaining about one of their colleagues spending 'ages' preparing their workstation within their factory. I meet a lot of people that spend too long preparing (and effectively procrastinating) so I was intrigued by their comment. It turns out that this individual didn't spend too long but rather his colleagues dived into their work without thinking through what the best way to work was...

The slower to start gentleman did in fact prepare his work area. He was also able to produce a far greater amount of work in the same time period because he had invested in a smarter way of working than his counterparts. The time spent preparing his working area was valuable and not overdone.

This example reminds us of the importance of the second S in 5S (set in order) and how workstation design is critical if we want to maximise the productivity of our teams. Whether this is a physical work area in a factory, the filing s…