Checklists: Humble yet effective
Yet again I am amazed by the simple effectiveness of having a checklist. We all know (and take comfort in) the need and application of pre-flight checklists for an airline pilot, but how often we forget their power in dealing with complex office activities.
The mapping of a well constructed internal process both “as is” and “future state” was coming to the end, and the issue remaining was to ensure that the checking step was complete and understood. We pondered, added and challenged until we came up with a 25 item list, making it clear which function checked each item (using their unique skill and knowledge set). The outcome was crystal clear clarity on what had to be done right in the upstream process steps, and rock solid ownership of what was to be checked by whom. This was evidenced by comments such as “... and that’s why xyz happened, because it wasn’t right” and “that re-work cost a lot!”
Is the list perfect? Probably not.
Can it be improved? Certainly.
Can it be used as a training tool? Of course.
Can we use the list to work out how to make errors less likely? Now we are talking....
Monday, 14 July 2008
Friday, 13 June 2008
Uncertainty
Critical Chain thinking (see Critical Chain, 1997 by Eliyahu M. Goldratt, ISBN 0-88427-153-6) extends our thinking about how to plan projects, bearing in mind how people think and respond to uncertainty. The Germ Theory of management by Myron Tribus, (1992, ISBN 0-945320-33-7, download at http://www.idea.gov.uk/idk/aio/7259676) talks about the “Germ of variability” and how its effects can be seen everywhere.
Variability and uncertainty are everywhere. Particularly in a Global economy, we are subject to changes that are hard or near impossible to predict. Why then do we persist in creating expectations and plans that make no allowances for them? If the success rate of a difficult process is historically evident as 8 out of 10, then why only plan to make 10 when you know the customer wants 10?
On the other hand, sometimes luck sends us some good news and we can move more quickly. Perhaps the long awaited approval came through quicker than expected. The danger there of course is in hiding the gain, in case it builds expectations of a faster response every time. If we come in under budget just because of natural variation, the budget surplus gets spent, so as to avoid a cut next year. In that next year we might over spend because we only have limited control... the result of natural variation. The outcome? Higher spend for a questionable gain.
Uncertainty and variability is everywhere. What makes the difference is how we plan and respond to it. Recent work on Supply Chain design is recognising the need for flexibility and robustness. These are attributes that can handle shocks to the system and still perform. Lean, process visibility, clarity of your constraints can all help in this, but at the heart of it all is our understanding and use of variation.
Where are you on the bell curve?
Variability and uncertainty are everywhere. Particularly in a Global economy, we are subject to changes that are hard or near impossible to predict. Why then do we persist in creating expectations and plans that make no allowances for them? If the success rate of a difficult process is historically evident as 8 out of 10, then why only plan to make 10 when you know the customer wants 10?
On the other hand, sometimes luck sends us some good news and we can move more quickly. Perhaps the long awaited approval came through quicker than expected. The danger there of course is in hiding the gain, in case it builds expectations of a faster response every time. If we come in under budget just because of natural variation, the budget surplus gets spent, so as to avoid a cut next year. In that next year we might over spend because we only have limited control... the result of natural variation. The outcome? Higher spend for a questionable gain.
Uncertainty and variability is everywhere. What makes the difference is how we plan and respond to it. Recent work on Supply Chain design is recognising the need for flexibility and robustness. These are attributes that can handle shocks to the system and still perform. Lean, process visibility, clarity of your constraints can all help in this, but at the heart of it all is our understanding and use of variation.
Where are you on the bell curve?
Saturday, 19 April 2008
Business Bottlenecks
For those familiar with TOC thinking, bottlenecks or constraints are a good thing. To those not familiar that comes as a surprise.
A business bottleneck makes improvements easy to manage. If your bottleneck is an internal one, and you know what it is, then your improvement will come from maximising its use and increasing its capacity. That means making sure it does no unnecessary activities, especially re-work. The capacity of the business to increase is limited only by how well you use that bottleneck. Your role as manager of that bottleneck is clear.
What about if you aren't the manager of the bottleneck? What is your role?
Well if you are a "near bottleneck" it's to make sure that you don't take over that role. Process improvements, careful managing of your resources is the watchword, and if bottleneck improvements are likely to put you in the pinch point, shout loudly.
If your area is far removed from the bottleneck, then your role is different. First don't take on work that has to go through the bottleneck that is over their capacity (learn to say "No", even if you can handle the task), then make sure that the quality of your inputs to the bottleneck area are of the highest order. Lastly but not least, what can you do to relieve the bottleneck of work, or better support them to increase their limit?
So whichever role you are in, you have a clear focus to improve the business.
A business bottleneck makes improvements easy to manage. If your bottleneck is an internal one, and you know what it is, then your improvement will come from maximising its use and increasing its capacity. That means making sure it does no unnecessary activities, especially re-work. The capacity of the business to increase is limited only by how well you use that bottleneck. Your role as manager of that bottleneck is clear.
What about if you aren't the manager of the bottleneck? What is your role?
Well if you are a "near bottleneck" it's to make sure that you don't take over that role. Process improvements, careful managing of your resources is the watchword, and if bottleneck improvements are likely to put you in the pinch point, shout loudly.
If your area is far removed from the bottleneck, then your role is different. First don't take on work that has to go through the bottleneck that is over their capacity (learn to say "No", even if you can handle the task), then make sure that the quality of your inputs to the bottleneck area are of the highest order. Lastly but not least, what can you do to relieve the bottleneck of work, or better support them to increase their limit?
So whichever role you are in, you have a clear focus to improve the business.
Tuesday, 25 March 2008
Best Practices in Lean Six Sigma Process Improvement
Dr. Richard Schonberger has published this year (2008), his latest review of Lean proficiency. The link in this blog takes you to the UK Amazon page should you wish to buy it.
The publication draws heavily on Richard Schonberger's excellent and growing database of Companies' Lean practices. The book uses the data to draw messages and conclusions on the adoption, and retention of Lean practice. While weighted in this data, the author manages to take a balanced and incisive discussion without overwhelming the reader. I recommend this to any involved in the development or pursuit of Operational and Manufacturing excellence.
The publication draws heavily on Richard Schonberger's excellent and growing database of Companies' Lean practices. The book uses the data to draw messages and conclusions on the adoption, and retention of Lean practice. While weighted in this data, the author manages to take a balanced and incisive discussion without overwhelming the reader. I recommend this to any involved in the development or pursuit of Operational and Manufacturing excellence.
Sunday, 24 February 2008
Balancemark
Balancemark
Just finished another key meeting? Worked hard, challenged the Status Quo, pulled the team to a consensus?
Did you spend your time on the right issues?
If you are a senior or executive team, the benefits of rapid reporting, accessible data and of course your own team’s deep knowledge of the operation can blind you to your real role.
Should your team be focusing on the last and next day, reflecting on the last or next month, or the next year or two? And then if you decide you are looking ahead, who does focus on the other timeframes?
Balancemark™ is a new process designed to show you where you and you team’s heads are now and where you want to be. Get that right, empower your Operations teams to manage the here and now and start carving out the future your business deserves.
Just finished another key meeting? Worked hard, challenged the Status Quo, pulled the team to a consensus?
Did you spend your time on the right issues?
If you are a senior or executive team, the benefits of rapid reporting, accessible data and of course your own team’s deep knowledge of the operation can blind you to your real role.
Should your team be focusing on the last and next day, reflecting on the last or next month, or the next year or two? And then if you decide you are looking ahead, who does focus on the other timeframes?
Balancemark™ is a new process designed to show you where you and you team’s heads are now and where you want to be. Get that right, empower your Operations teams to manage the here and now and start carving out the future your business deserves.
Friday, 1 February 2008
Site strategy
What’s the difference between a site with a strategy and a site without?
It sounds like a one-liner joke, a simplistic question, but it is at the heart of a site’s success. Machan Consulting has helped numerous businesses develop a strategy for their future: a plan to overcome far eastern competition, a roadmap to reverse poor efficiencies and customer service, a means to forge a unified workforce.
Can every site strategy deliver on all of its aims?
No, of course not. Can a site achieve them without a strategy?
Sometimes, if you’re lucky. So the answer to the one-liner? One believes in luck and the other doesn’t. Which do you want your team to follow? Have a look at our site www.sitestrategy.co.uk for how to engage us and reduce your dependence on those dice. If you just feel the need for some guidance, go to our contact page on this website and ask for our free one pager “Sitestrategy guide”.
It sounds like a one-liner joke, a simplistic question, but it is at the heart of a site’s success. Machan Consulting has helped numerous businesses develop a strategy for their future: a plan to overcome far eastern competition, a roadmap to reverse poor efficiencies and customer service, a means to forge a unified workforce.
Can every site strategy deliver on all of its aims?
No, of course not. Can a site achieve them without a strategy?
Sometimes, if you’re lucky. So the answer to the one-liner? One believes in luck and the other doesn’t. Which do you want your team to follow? Have a look at our site www.sitestrategy.co.uk for how to engage us and reduce your dependence on those dice. If you just feel the need for some guidance, go to our contact page on this website and ask for our free one pager “Sitestrategy guide”.
Thursday, 20 December 2007
Off Shoring
The movement of production to low cost sources has been going on for centuries. The difference with Offshoring is that the current Market leaders are looking to do it themselves, and stay in position, rather than have it done to them.
Successful competition in all markets drives many companies to look at Offshoring solutions. For some that may be the right decision, or part of the solution. While the impact of the distance to market has many implications for Supply Chain design, including working capital impacts and responsiveness, the opportunities can be unquestionable. Having decided it is a valid theme to pursue however, you must get it right.
Wedgewoods much publicised offshoring exercise (see http://www2.theiet.org/oncomms/sector/manufacturing/magazine.cfm?issueID=209&articleID=C8968999-DB8B-F8ED-F597FE6FA7ECCDBA) talks of the hard won experience from their relocation of Johnson Brothers Tableware.
For the very lastest review of the key challenges facing companies when looking to offshore please follow this link to the IET's website for an article in their latest Manufacturing Engineer Magazine
http://www2.theiet.org/oncomms/sector/manufacturing/magazine.cfm
Happy reading and all at Machan Consulting wish you a very peaceful Christmas.
Successful competition in all markets drives many companies to look at Offshoring solutions. For some that may be the right decision, or part of the solution. While the impact of the distance to market has many implications for Supply Chain design, including working capital impacts and responsiveness, the opportunities can be unquestionable. Having decided it is a valid theme to pursue however, you must get it right.
Wedgewoods much publicised offshoring exercise (see http://www2.theiet.org/oncomms/sector/manufacturing/magazine.cfm?issueID=209&articleID=C8968999-DB8B-F8ED-F597FE6FA7ECCDBA) talks of the hard won experience from their relocation of Johnson Brothers Tableware.
For the very lastest review of the key challenges facing companies when looking to offshore please follow this link to the IET's website for an article in their latest Manufacturing Engineer Magazine
http://www2.theiet.org/oncomms/sector/manufacturing/magazine.cfm
Happy reading and all at Machan Consulting wish you a very peaceful Christmas.
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