The Efficient Organization
"I'm not a robot without emotions
I'm not what you see
I've come to help you
With your problems, so we can be free...
"Domo, Arigato, Mr. Roboto
Domo, Arigato, Mr. Roboto
Domo, Domo..." (STYX)
"robots" can be found in many "un-Lean" organizations where employees
are not utilized to their fullest potential. If your
organization has underutilized employees, the organization
structure and values may be to blame. You may say, "So what, at least
they've got a job." Not so. There's a huge impact on the organization's
processes and customer value if underutilized people remain
underutilized. This is demonstrated succinctly in a study
by Barry Schwartz (TED talk on Practical Wisdom).
interviewed hospital janitors about the challenges of their jobs. They
all stated that their biggest problems dealt with other people. As part
of his analysis and getting to the root of the problem, Schwartz checked
the janitors' job descriptions and found that the job descriptions did
not list any responsibilities relating to interacting with other people.
The organization did not consider, for example, that good janitors
would know not to vacuum the floor when patients were napping, or not to
mop the floor when a patient is walking the hallways to restore their
strength. Being a janitor involves interactions that require kindness,
care, and empathic thought that were not listed in the job description.
The janitors, by all accounts, were treated as robots and very
underutilized. This shows up clearly in this particular organization's
On average, research shows that 20% of employees are underutilized and could be handling higher level roles. But
how do you know which of your employees could be assigned to more
challenging or different tasks to keep them happy and humming at work,
while at the same time providing you and your organization with ideas to
improve processes and add value to your bottom line? According to
Michelle May Carter, one or more of the following common behaviours may
manifest in underutilized employees:
- Does not respect your authority and tries to tell you how to do your work
- Anticipates what you are going to say and has ready answers
on tasks other than what you have assigned or does the work assigned
and creates more work (e.g., improves and expands on existing practices,
policies, products or services)
- Gets work done more quickly than peers and/or more quickly than you expect
- Complains about being bored, despite having work to do
- Delivers mediocre products, despite capability
- Complains about how things should be or asks complex questions that you can't answer
- Appears different; peers consider employee to be arrogant or impatient
- May often be found coaching peers
- Exploits the system through loopholes and constantly bends the rules to get things done
you recognize any of the above behaviours in your employees, it may be
time to offer them more challenging work; perhaps even re-write their
job description. Treat your staff as you would like to be treated and
involve them in process improvements. If you don't, not only are you
missing out on huge creative potential, but your organization is
suffering in loss of customer value.
Pursuit of Profit
Mapping: Show Me, Don't Tell Me
you know that only about 20% of activities typically cause 80% of
delays in any process? These delays are directly attributable to waste
in the process. It stands to reason, then, that the only way to speed up
process is to remove anything that is slowing it down. And to do that, you need to slow down first to examine the process to find its defects. Start with process mapping.
mapping to collect data about a process including its cycle time (how
long it takes to complete the process), variation between lead time and
process speed (how long it takes you to deliver your service or product
to the customer), and complexity of the process (how many redundant
steps are present, how many non-redundant steps add no value to the end
product). Lay out all the steps so that you can visualize the process at
a glance (use sticky notes to depict process steps, and place them in
sequence on a large wall - you'll probably be amazed at what you
discover!). Once you've found the waste, start eliminating it in order
to start gaining more time for your staff and more value for your
customers. Sound easy? It is unless you get pushback, such as:
"We've always done it this way."
"There's nothing wrong with this process, it's the people who are the problem."
"This is the way work is done around here, so no sense in rocking the boat."
organizations get caught up in complex processes, it is difficult to
change. But the difficulty isn't so much in changing the process itself;
it is changing the habits of the people who are managing the process.
In my experience, you cannot change people. Nor can you teach people how
to change. You can encourage by appealing to their personal reasons for
change ("WII-FM" - what's in it for me), but the final enthusiasm for
change lies with the persons themselves. As a manager, all you can do is
your best to explain, to engage, to demonstrate, and to communicate.
getting stuck with the wrong way of doing things can cost your company a
lot of money, so you need to demonstrate to your staff that the "new
way" really is the best way. Starting with a large visual map of what
needs to be changed serves as a great motivator for those willing to see
the big picture. If they don't see it in large print, they won't see it
in small print, either.
In My Humble Opinion (IMHO)
was the last time you paused to evaluate your workload? Do you know
what you're doing? Do you know why you're doing things the way you're
doing them? Are you run off your feet most days by the end of the day?
If you're not using your creativity most days while at work, then you're
not contributing your best to your organization and you're probably not
working efficiently. The savings that can be had from changing even
just one process in your workload may mean the difference between
getting a raise or getting laid off. Why not pause for the raise? IMHO.
sense of value of time - that is, of the best way to divide one's time
into one's various activities - is an essential preliminary to
efficient work; it is the only method of avoiding hurry."
About MNC Consulting Group
Our goal is to help you to dramatically increase efficiencies that immediately boost your profit margins.
is a monthly electronic newsletter discussing how leaders can be more
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