When unexpected events occur, organizations often respond by hastily putting new procedures into place. These changes may be logical in the short term, but ultimately these added steps can slow down the overall process. They may get in the way of serving customers, impact productivity, and hinder financial performance.
This is especially problematic when processes are not frequently evaluated, streamlined, or even eliminated. Unchecked processes bloat virtually every organization.
Spring cleaning applies to businesses, too!
Listen and Pay Attention
Leaders must pay attention to process and system issues. No matter how much we may dislike the details, opportunities are often hidden there. When you start paying attention, you’ll start to detect problems and employee grumblings. With the right performance metrics, staffing issues should also be noticeable.
Inefficiencies may be happening daily that, on a small scale, don’t seem like they make much difference. They are tolerated or even ignored in order to get the job done. But over time, these little actions will amplify, slowing down simple processes and generating frustration on all levels.
Practice Self-Examination
As time passes, a myriad of actions are undertaken to get the job done. Often, these actions become the rule, but the original reason they were implemented has long been forgotten. Managers are often so mired in day-to-day details that they don’t step back to critically evaluate how work flows through the organization.
Regular self-examination is critical, both of the overall organization and individual areas of responsibility. Many of those hastily enacted “work around” steps may no longer be necessary. There may be a better way.
As you take time out to examine processes, remember that your employees are a great source of information. Seasoned employees can recall things that used to work well, and have likely observed current inefficiencies. New employees bring with them a wealth of new ideas about how their former companies have done things. Of course, we have to be willing to reach out, and encourage their input.
Avoid Unnecessary Processes
There are many ways to find and reduce unnecessary practices. At times, it may be valuable to bring in outside help. I have hired skilled specialists who review workflow and uncover new and better ways to organize how processes fit together. Even the best managers, who believed their departments were operating at their peak, have been awed at how inefficient and unproductive they had really become. I have seen instances of up to 40 percent unnecessary staff. Pretty amazing!
I have also brought together teams of concerned and knowledgeable professionals from within the team to uncover better ways to work. It is good to begin with a clear understanding of the whole process. With this overview complete, each step in the process can be individually examined and evaluated. Be open-minded, and work together to find the best solutions.
However you do it, the goal here is to make the process or workflow as simple and easy as possible, so the job gets done efficiently.
Efficiency is Worth More Than Cost Savings
Efficiency can certainly have the advantage of reducing costs. In the process of making things easier, it also frees up time.
Time is money. But additional time also allows for better quality assurance and increased customer satisfaction. It can boost morale as employees are not as compressed, and they see a greater return for their personal contribution. It can reduce organizational tensions, because the process combines the best thinking of the team.
Regular self-examinations can be a win-win.
Sometimes leaders have to step back to be able to more effectively move forward. Listen to what the people who do the work every day are saying. Be willing to invest your own time to hear about how things are working, and how they could work even better.
It will be time well spent.
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Tags: Change, Details, Efficiency, Processes, Reflection
Jerry Baker began his career in the management development program at Ford Motor Company, later became a manager of budgets and analysis for Northrop Corporation, then furthered his management development as Deputy Director for the California Department of Commerce when Ronald Reagan was Governor.