One of the popular terms we hear is about increasing efficiency for organisations. Many public sector bodies are tasked with 'efficiency gains'. Businesses need to be efficient, but raising effectiveness naturally drives up efficiency. So why don't we start there instead? Firstly, we can be efficient at the wrong things! Looking for efficiency savings typically means that we look to become better at the things that we do. Some tasks (or functions) could be removed meaning that the resources don't even have to be deployed - an instant efficiency gain. More effective means less of the unnecessary. We can redesign how we operate and take out the elements that don't help our cause. There are some things that help our customers and some things that are there for some historical reason. Some things we have to do in order to get our job done, we can look at changing how we work so that these tasks can be removed over time. Effective systems remove delays and e

There is so much information available on how to make changes work that it can sometimes be difficult to know where to start. There are internet chat forums stuffed full of people trying to work out where to start. We can get tied up with the perfect application of theory, so perhaps it would be best to give ourselves a cut off point and just get started. Waiting for the perfect plan is never a good option. There will always be another perspective or another viewpoint that will alter your plan. Having a considered plan that will give great results implemented is far better that waiting for the 'perfect' plan. To compound this, there will always be something new appearing to distract you from making changes. There will always be a new technique to confound your plans. Whether the technique is really new, or a repackaging of a previous tool / set of tools is irrelevant, more techniques do not lead to more results. Too much information can also cause confusion. If you

We have so many options to choose from when it comes to improving our business. One of the most amazing things to happen however is that nothing gets done. Focus is the key and by doing less better you can get so much more done. There is a Chinese proverb “if you chase two rabbits, both will escape”. When we focus we increase the likelihood that we can get a project or task to completion. We gain momentum and we are able to complete more projects in the same period of time than if we applied a shotgun approach. Efficiency increases when we focus on single improvements, we don’t have to remember where we got to on the project, we are always up to speed and therefore we don’t waste time trying to work out where we need to be. Decision making becomes simple when there is only one focus. We can discriminate easily and our choices always support getting the job done. When we choose only one thing to focus on we improve our chances of getting results. This of course doesn’t mea

If you haven’t come across Parkinson’s Law it is “Work expands so as to fill the time available for its completion.” You have probably seen this in action in a variety of situations, but not usually in your favour. We can however use this principle to drive up our improvement effectiveness and our overall efficiency. If we split our tasks into two groups we can use this law to great advantage. The first group would be tasks that will advance our cause, system changes or creating new methods of running our businesses. The second group would be day-to-day activities, including project tasks of a more general nature. If work expands to fill the time available then by giving less time to the second group of tasks we find ourselves with a potential efficiency gain, we will be able to get more done in a shorter period of time. We must, however, take care not to give too little time to the second group of tasks as then they simply won't get done. Likewise we can use the first

Even with our best intentions we may find that we are unable to complete a task in one go. If this is the case then the way that we leave the task can determine how much time is wasted getting up to speed when we are ready to complete the  task. If you get many interruptions in your day to day working then coming up with a way to close down / pause activities can save you a lot of time, especially if you need to delegate the task later. The simplest analogy is that of a book mark. If you spent your time trying to find where you are up to in your book each time you started you would waste time that could be spent reading. If you had a specific intention for reading the book then you could make a note of that on the bookmark, for example, so that you could get straight back into why you reading the book. The same is true in the workplace. Two ideas come to mind. First, make some protected time in your day and only start tasks that you know you will be able to finish. Seco

Have you ever noticed those small tasks that you just don’t get round to? Have you ever noticed what a big problem these small tasks cause if they haven’t been dealt with for some time? Improving the way that work flows through your department or   team can help with the overall efficiency of the business. Recognising the small tasks and coming up with a routine to make sure that they get done on a regular basis can mean that when you have to focus your energies onto some burning issue you can feel better that the tidal wave of problems that can come from not doing the little things won’t happen. If you find the habit of keeping the small things moving a struggle then why not consider using a ‘complete by date’. If the job hasn’t been done by a certain date then it becomes the number one priority regardless of whatever else is on the ‘urgent list’. Completing the action before the complete by date is the aim of the game. Small tasks are often over-estimated in terms of the

When we are nearing the end of a project we sometimes finish prematurely. By this I mean that the last step on a project often isn't the last step needed in order to be as effective as possible.  If you were installing some new pieces of equipment the final step might be implementation of a maintenance program. Usually the commissioning of a piece of equipment is seen as the last step, but the ongoing usefulness of the equipment needs to be considered. Leaving people with usable instructions should also be considered. Installing new software programs and then leaving the users to muddle through is not always the best plan. Clear concise instructions might be the final step. Once a change has been made hand holding people through a period of infancy might need to be considered. The handover, exchange of responsibility and ramping up of volumes handled through this recently changed aspect may need to be looked at again. If you're near the end of a project why not

Available to purchase here. Some tools are incredibly simple to use, and also deliver some amazing results. Kamishibai boards are a great example and are superb when you want some visual control over routine tasks. By the way Kamishibai is pronounced "come-e-she-bye" in case you were wondering! As simple as you could want it, a Kamishibai board is a T-card system that has red cards glued to green cards (so that each T-card has a red side and a green side). The red cards are for the incomplete tasks, where as the green cards symbolise that the work has been done. See the photo below of a board in use. On the red side of the card you write the name of the task that needs to be completed, and if appropriate you can include details of how the task is to be completed. This is not expected to replace standard operating procedures, but can be a good opportunity for an aide memoire. The boards can be organised for daily, weekly and even monthly cycles. They are g

One of the common questions we hear is 'how do we get started with improving our business, what are the tools to use?' The simple answer is that improvement is largely an attitude and a habit. The desire to find new and better ways of working is the most prominent factor, when you couple this with a habit then things get done regularly and continuously. Sporadic improvements don't always generate the gains that you would hope for. The tools that you can use to help facilitate change can make a real difference in specific situations, or if you need a framework to improve. If the desire and curiosity for change aren't present and aren't backed up with habitual actions then you will have an uphill struggle. You can use lean and six sigma tools (for example) to help encourage the starting of an improvement culture in your workplace, but this needs to be backed up with forming habits. Time table sessions and adhere to your own schedule if that helps. So

The end result of an improvement usually reflects the planning and decision making that takes place at the beginning, when the idea is being developed. If there is no planning and the improvement is a stab in the dark as to what needs to change then the final result may not be what was expected. The 'what are we doing this for?' question is a great place to start. Sometimes improvements are spotted mid thinking, so to speak, and if you work backwards just a little further you may uncover a more meaningful issue to resolve. This minor change can deliver a major difference in terms of business performance and is along the lines of root cause problem solving (solve the root cause and not a symptom). The fact that an opportunity is present does not always mean that it should be improved. With limited resources it may be prudent to widen the vistas and see what other opportunities are also available. Many continuous improvement approaches struggle due to an overload of less

When a problem arises in a business there is usually a fix put in place. This fix sometimes increases the complexity of the business by adding in additional rules at the operational end of the business. Sometimes it is worth stopping what you are doing and reviewing the basics of how your business operates. Sometimes the disciplines around the basics of operating a business have been forgotten. From a engineering perspective the challenges that we face are symptoms of a deeper system based problem. If you track back to the root of the problem you are usually faced with a basic issue that can be resolved easily (or at least in a straightforward manner) and will prevent a myriad of other symptoms appearing in due course. As people move around organisations there is the possibility that people move into roles and are trained in the current ways of working but aren't exposed to the fundamental principles of working that this particular job requires. Ensuring people understand

A datum is a reference point, something that you can look back to work out where you are. Business can move so quickly and by having some defined reference points you can make decisions quickly and consistently. Being able to step back and see where you are can sometimes be difficult and requires objectivity. If you can see your datum and see where you are then an appropriate decision can be made as to what you need to do next. The gap is the action required. A datum doesn't have to be a cold measurement (such as a KPI) it could be a principle that you use in the business to help guide thoughts and decisions. It could be something like 'take work seriously, but not each other' - reminding people on how to conduct their business and their interpersonal transactions. When the datum is communicated through the business then the way people behave changes. Clarity improves action and, by having some definitions about the way the business can be referred to, people c

When a business is undertaking changes to improve its performance the sequence of steps needs to be understood. Many businesses attempt to leap to the finish line in one fell swoop and this can create huge problems for the business, so much that they may decide that their overall plan is not suitable. If you have worked out your sequence then you will know that the first step is followed by the second step. You must do the first step. Being able to articulate this to the other people in your business becomes easier when you know the sequence. Advanced approaches need the basics to be right before you can attempt the big stuff. The desire and impatience to achieve the results without putting in the effort with the basics shows up time and time again when the new ways of working collapse. One of the common sights in manufacturing is when businesses try to implement slick pull production systems when none of the work required to achieve this result have been completed. Result -