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Do all of your business processes start on time?

It's a good question, one that we sometimes forget to ask.

If you want your processes to deliver on time, then starting on time is one of the best (and simplest) strategies that you can deploy.

But, let me twist this question around slightly...

What influence do you have on your processes, to help them start on time?

Do you know what has to happen in order for your process to start when it should?

Do you actively manage your 'suppliers' (both the external ones and the internal ones) to help ensure that your process can start on time?

Do you have access to enough information in order to truly manage your process from end to end, in a timely manner?

There are so many businesses whose managers face problems because their processes don't start on time. These same managers also have a degree of control that they don't exert in order to improve the on time start of their processes. Could this change in your business?

The knock on effect of business processes running late may be varied, but could include:

  • Financial penalties
  • Reputational damage
  • Lowering of quality levels
  • Internal frustrations and lower customer satisfaction
...basically there are enough reasons to take a time out to ponder the questions I have raised in this blog post.

Business life can be complicated, and have a lot going on at times, but the fundamentals of running a process can be relatively straightforward when you look at it from a 'cause and effect' perspective.

I hope that you can find a few insights about your own business from answering the above questions.

If you would like some additional ideas on improving the on time delivery performance of your business then don't forget that you can download my free on time improvement guide when you sign up to my monthly update.


All the best,

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 improvement toolkit.

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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.

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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.
To get your copy, just click on the button below and access the guide in just a few moments from now.



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…