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In office work the queue doesn’t snake out the door. Its piles up emotionally in the form of the ever-expanding Inbox, and the increasing rates of friendly-but-scary “where’s my thing?” It feels like there’s no way out….but it turns out just a spoonful of capacity goes a long way.
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You don’t want to waste your money and your people’s time by not working on the highest leverage point of the system. Here’s how to make sure you get this right.
In a previous post I went through the importance of Not Bothering the Barista. I know I’m a broken record on this, but once again:
If a process must go through A, B and C to get to the customer and the number in each box represents how many they can do per period, then the system can’t go any faster than B. And rather than using the term ‘constraint’ or ‘bottleneck’, I use ‘Pacesetter’ because it’s, well, nicer.
And conveniently B is the first letter of ‘Barista’, which will always be the Pacesetter in a café. Therefore, Don’t Bother the Barista!
All of this comes from Eli Goldratt in his book The Goal, where he even lays out five steps for improvement, the first of which is of course (in my words)
Identify the Pacesetter.
Here’s some ways to do that.
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If you’ve been with me for a while, chances are I’ve run through this with you. The purpose of this is to put it all in the one spot.
This is about understanding the focussing point required to get any system (any system) to work better. And by ‘better’, I mean better for customers, better for those working in it, and better for the bank balance and purpose of the organisation too.
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Less cost, happier customers, happier staff, happier you.
There’s something hidden in plain sight which is inhibiting these from happening – John Seddon’s Failure Demand.
It’s not a new concept, but John’s naming of, and describing of the concept is brilliant, which leads to understanding and action. His book Freedom from Command and Control is a must-read for anyone involved in service centres, along with the more recent Beyond Command and Control.
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My work with organisations often involves getting groups together so they can see their work situation, make decisions on what needs to change and put these into action. Which means at some point in the preparation, we are going to be asking “right, so who do we need to have in the room”?
That’s where I lean one of the brilliant concepts of Dr. Ichak Adizes, called CAPI.
Read more…(Prefer to watch on video than read? Then just click here – 5 mins, with captions. Previous videos here BTW).
It’s very standard to set some targets when performance is in need. Often smoke-screened by calling them KPIs (forgetting what the ‘I’ stands for). Maybe even ‘aggressive targets’.
Yet…they don’t always get the hoped-for result, for a simple reason – targets aren’t how things work in the real world!
Here’s how we’d typically do it. Take this graph, with Performance on the vertical and Time on the horizontal, with the horizontatal dotted target line. And let’s assume higher is better.
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The ubiquitous ERP – technically “Enterprise Resource Planning”, the technology system that in theory connects up all of your stuff so the magic can happen…and in reality, the cause of significant pain and ongoing justifications throughout many organisations.
Here’s what you need to know if you’re anywhere near one of these – it’s not too late.
This is actually a story about Gerry Fish – a fictional character in one of the brilliant Eli Goldratt’s last books called Necessary But Not Sufficient.
I would make this compulsory reading for anyone involved in deciding about ERPs…particularly CEOs. From Goldratt’s description, I reckon Gerry would look like this:
Read more…A state of overload and chaos has become sadly normal in organisations. Here’s the thing – it comes from a very natural condition – an obsession with utilisation. I’ll explain…
These ideas originated from one of the all-time gurus – Eli Goldratt.
To demonstrate, I’ll draw my favourite diagram that my long-time clients will recognise (with one change):
Many of my clients are in the social sector, and within that, government at all levels. Often in workshops, the question is asked “who is your customer”. The answer…”the community”.
This comes from a good place. But….there is a better way to see who the ‘Customer’ is, which leads to ultimately serving that community better. And…these ideas also apply to those in the private sector too.
Here’s a basic diagram of a work system. These ideas are informed by the work of Ken Miller who wrote a book called “We Don’t Make Widgets”, specifically for government enterprises. Well worth a read.
There’s a lesson in the industry of Formula 1, by which I mean Grand Prix racing, either the most boring thing you’ve ever watched, or an amazing mix of technical skill, driver skill, and one huge political social gossip fest!
The Goal is Clear
There’s one goal in Formula 1 – to win the world championship. Call that the vision. From there, the breakdown is clear:
To win the world championship, you need to win more races. You get the latest version of this after every race, it’s like your monthly report going to your governing body. Looks like this:
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