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? ' .