The Smartspeed Performance Improvement Blog

When discussing change projects with clients, time is a key factor. Like anything, if you have already walked the (continuous improvement) path you have a better idea of how hard and how long things will take. These conversations are no different. What I have found is that when you break down the project into the individual tasks, most people that are relatively new to change will expect the tasks to take longer. They often build in lots of procrastination time in too. A quick remedy If you are experiencing this issue in your organisation, here's a quick way to fix this. When your team member is defining the actions required to make a change happen, partner them with a more experienced person until they have at least three improvements under their belt. Use this as a way to estimate a realistic duration for the tasks. Don't confuse deadlines with duration The work content for a task and the duration to complete it are often two separate things. A task might have a total of fift...

The reason I wrote the book What Does Good Look Like? was for this reason. Improvement shouldn't be hard. For many organisations we spend too much time telling people what we don't want and not enough time being clear about what we do want. Available from Amazon What does a good performance look like? Describe it to yourself, clarify it and then describe it to your team. Just doing this can be enough to witness a step change in your performance. Tie it in with some decent Standard Operating Procedures and you have the making of a sustainable change. Are you up for having a go at this? Giles About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen . Giles is also the author of Effective Root Cause Analysis and ' What Does Good Look Like? ' .

I was talking to a manager the other day about a lack of results from their team. We were standing next to a nice looking visual management board, and discussing the role of managers to kick away the obstacles for the team. So, when I asked them about what problems their team were facing they quickly gave me a list. "Who can resolve the problems that they are stuck on?" I asked. "Well, I guess that's my job to either coach them or to directly help when appropriate" they replied. "How much time do you spend on resolving their stuck issues?" "Well, I'm pretty busy with other things, so not much" I probed a little further and found out that they were spending time fire fighting because their team couldn't get their work done due to a lack of decisions being made elsewhere in the business. This kind of downward spiral isn't uncommon... A quick solution If you find yourself in a similar situation, why not try the following experiment? ...

Have you heard of the sunrise meeting approach? It's a fast and simple management approach that helps your teams to focus on the essential parts of their role. This can be used to maximise output and achieve high on time delivery performance. I've just uploaded this video to You Tube that explains: what a sunrise meeting is,  what the benefits are, how you create one, and how our ERP system ( Fraction ERP ) helps to run a sunrise meeting. The sunrise meeting approach is one of my 'go to' tools when working with a new business that needs to get a grip over their operational performance. If you haven't come across this term before then I hope the video above gives you some good ideas. If you need some more detailed instructions, and some more ideas on how to apply the approach, check out my book Sunrise Meetings on Amazon , Apple Books and other platforms here . Giles About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses t...

Have you experienced the last minute scramble? You are trying to complete a project, or get ready for an audit, and a large proportion of the tasks are completed just before the end. That's the scramble. All those days / weeks / months you originally had available to you didn't count for anything. This kind of experience is known as the hockey stick effect: The red line shows the hockey stick. Last minute productivity. There are good arguments for working this way, allowing the effort to be concentrated so you can do other things beforehand. However, mistakes, stress and delays are more likely in my experience. The green line is your planned activity. Regular activity and output throughout the life of your project / process management. This is easier to manage and takes away the problems listed above for last minute frenetic action. The orange line, however, is a proactive front loaded approach. If you have the capacity, why not pull ahead the activities and ensure decisions ar...

My popular book on creating effective Standard Operating Procedures (SOPs) is now available on the Perlego platform: https://www.perlego.com/book/5053294/ If you have a subscription for Perlego, you'll now be able to access my book. Enjoy, Giles About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen. Giles is also the author of Effective Root Cause Analysis and ' What Does Good Look Like? ' .

Have you used the fishbone tool for root cause problem solving? Good. What about using it in reverse to help with goal setting and improving buy in from your team? Oh... The good news is that my book The Reverse Fishbone is now available on a range of e-book platforms (as well as Amazon ). The book shares ideas on how to get the most from this approach and how you can roll the idea out in your organisation. So, if you are looking for a fast, easy, way to engage your teams with goal setting and creating recipes that generate better results, this book is worth a look . I hope you enjoy it, Giles About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen. Giles is also the author of Effective Root Cause Analysis and ' What Does Good Look Like? ' .

My book Every Business Needs a Routine is now available on platforms other than Amazon. The book is aimed at people that want to realise the power of routine and habit. If you find yourself dealing with crises that have arisen from some small task that has been overlooked for too long then this book is for you. Stop firefighting, starting building an effective routine for you and your team. The book is quick to read and explores how you can expand the idea of routines into all levels of a business and even at a personal level. Distribution of the book now includes Apple Books , Kobo , Everand and more. For the full availability, other than Amazon , click here . I hope you enjoy the book. Giles About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen. Giles is also the author of Effective Root Cause Analysis and ' What Does Good Look Like? ' .

Many years ago I saw many managers berate their staff for getting things wrong.* The same managers grumbled about the performance of their team and this was the opposite of what I was trying to achieve with their teams. A simple realisation was made... They had told the team what they didn't want but hadn't spent the time to tell them, precisely, what they did want. By making this small shift, about being clear about what the desired outcome was , results started to materialise. This is not rocket science, but it is a useful lesson to keep in your back pocket. If you aren't witnessing the results you want, it might be time to clarify expectations. There might be some reading this that don't think that this should be necessary. Until telepathy is a common business skill, I'm afraid it is going to have to be this way. If you want some ideas on how to move from grumbling and into performance, then check out What Does Good Look Like? It is available from Amazon , Apple ...

I have just launched my continuous improvement course,  Making It Happen . This short online course covers over 30 ideas and methods to help you generate, manage and benefit from continuous improvement projects. Originally I wrote the course to provide content that didn't really work well in book format. But, as I started writing the lessons I started thinking about the people I have worked with over the years. Most of the people I had worked with directly had managed to get noticed because of the results they were generating and got promoted. So, the focus changed. Making It Happen is aimed at people that want to get promoted because of their skills and results. A side benefit is having a slightly easier and more controlled day. But, if either of these two things resonate with you then I urge you to check it out. You can find more details about the course at https://continuousimprovementmadeeasy.com/ In short: 30+ lessons. Walkthrough videos for all lessons and downloadable t...

When you sit and look at the list of improvement projects you have created, it can sometimes feel overwhelming. If you aren't making progress this feeling increases. If you start to think about your normal day job as well... yes, let's not think about that for the moment. The truth is that results are the only thing that count . Having a long list doesn't count. Making a start on a project doesn't count. Available from Amazon Getting near the end doesn't count.

Many years ago I helped a team with their future state mapping problem. Available from Amazon They had mapped out their current state and highlighted a few issues that needed resolving. However, they were stumped by the request to ' create a future state map '. The senior management team wanted something revolutionary that would really change the performance of the function they were mapping. I'd seen this problem quite a few times before. The team gets a big challenge with no real plan and they end up being paralysed. I knew the team from a previous project and I was keen that they won, so I offered them a step by step process to follow. We therefore didn't have to rely on flashes of inspiration to create a future state map. I was able to support them through a series of questions that led them to solving their challenge. They avoided having an empty presentation to the senior management team and managed to slash around 80% of their lead time and associated costs from...

When you are up against it, you can't spread yourself thin. You need to focus. This is especially important when you need a change to keep your business operations afloat. So, if you can't do everything, what do you choose? Some prompts If you find yourself in this predicament, try these prompts to clarify your thinking: What flavour is the change you need to make? Is it production? Is it sales? Is it financial? What area is going to create the greatest relief if you tackle it? Where can you do less? What activities can you drop temporarily to free up resource? Who can you ask to join you? Who in your business has the skills and motivation to help you take action and get results fast? Where would some good old fashioned discipline and routine work well? What standards have you dropped that you need to put back in place? Hit it until you hit it Available from Amazon Once you have chosen an area and decided to focus, you need to keep your target in your sights. If you have manage...