How Are We Improving Processes Now? (Part 3)

We have covered the reasons for focusing on the bottom line processes, as that is where the real improvement starts. But let’s take a brief look at the current state: what measures are taking at the moment? The most frequent ones are the following:

Workshops

The workshop is a once-in-a-year project-based event. That means that it is not enough for continuous improvement, as, firstly, it is conducted in simple ways to teach employees to a specific concept or technology. Still, it does not focus on their routines and mindset.

Value Stream Mapping

This is the tool that reveals the flow of both materials and information in a particular process. It measures lead time and process times and finds the ratios of them so as to identify precise efficiency rates. Improvement of the lead time of the chain is started with determining its outcome, and the outcome is the result of the individual processes. So, if we want to improve results, we should pay close attention to the processes.

Visualizing the processes enables us to see the problematic parts and wastes. But, it reveals so many improvement potentials at once that it makes it challenging to opt for one and prioritize.

Moreover, the tool looks at the surface level but may not help go deep into the current case at the process level. So, it is a great tool to have a holistic view.

The Action-Item List

That’s the plan that is generated after identifying problems and wastes. The list includes the prioritized list of issues that are planned to be resolved within a particular period. Also, each problem is assigned to a specific worker. Then, meetings are held consistently to get to know who is where and doing what.

At the onset, it seems great and attractive. Moreover, we may even think that “the more problems it includes, the better.” However, at the end of the day, we will realize that it is ineffective and unscientific. WHY? Because the potential improvements in the list are surface-level temporary solutions that will mainly focus on cutting resources or doing more inspections that will not really improve the process.

Moreover, the focus may be on the wrong side as the question here is, “What can we do to improve?” That is too general and easy a question that will result in several solutions. However, the question you choose to ask is the most important, as Elon Musk states:

“Once you figure out the question, then the answer is relatively easy.”

Hence, the proper question to ask is: “What do we need to do to improve this process?” That is a hard question and will result in fewer action items in the list because every item requires an in-depth analysis at the process level.

In other words, the action-list approach is all about countermeasures that laser in on just making the real problem invisible for a moment! Because nobody has the time to analyze it profoundly going to the root of the problem. Ultimately, after a certain period, the problem arises again. Additionally, it does not effectively involve people's improvement.

So, why do we still use this approach?

First of all, it gives a sense of satisfaction that many actions are being done; therefore, there is an improvement. Secondly, managers may find it comfortable as the dates and responsible people are clear to control it without much effort. Thirdly, it may even create an opportunity to escape blame, as the assigned persons are there, and each employee only cares about their tasks without seeing the whole picture. In other words, if the problem is not solved; after all, a particular worker may just say, “I did my tasks! I do not care about the rest! That’s a done deal.”

The Better Way

The approach we mentioned above is not only ineffective but also makes the problem even more complicated. Instead, workers need to focus on one thing at a time rather than trying to solve a whole problem. That enables us to conduct a cause-effect analysis to know what is causing what and in what ways the process really improves. Otherwise, if we change one thing, that eventually may create another more significant problem in the next process. So, think big, act small!

Moreover, until we reach the last point of the action list, the environment will also change, and the solution may no longer be viable by then.

However, changing just one thing at a time may seem to take too long. But, the companies that widely use it can easily prove that it is actually faster. Next, it does not wait for the weekly action list kind of meetings, but the assigned teams should hold the meetings after every experiment.

Compared to the complicated method of action item-based approach, it is much easier and proved much useful. It enables workers and teams to focus on real problems, no lip services are paid, but the real work will be done!

Actually, we haven’t covered the method yet. We haven’t even started. It is coming…