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BETTER JOB METHODS are needed NOW…
and there is a RIGHT way to make them.
Remember the time you “put up” with a task or procedure at work – it was awkwardly designed or arranged and caused you needless trouble? You finally worked out a better way that would have made it safer and easier. You wanted to tell your boss, but he wasn’t the kind of guy who was easy to talk to, so you never mentioned it to him?
Your good idea died.
Or perhaps you remember a time the boss “sprung” her new method on you and you had a pretty hard time swallowing it?
And you won’t forget the time the boss had an idea and asked for your opinion. You made several sound suggestions for improvements to his plan but he never did instigate your ideas.
Perhaps you remember a time when your “better way” was put into effect—and it worked! You can still feel the satisfaction that gave you.
As a coach or supervisor, job improvement always has been a part of your job. Today you are being asked to do more with fewer resources, staff, and customers—yet still grow the bottom line.
One of the main reasons change fails is that we try to go after the big pieces first. We want to plan our new department or purchase the latest and greatest technology.
When the Wright brothers invented the flying machine, commercial air travel didn’t happen the next month, year, or even decade. It took 30 years of continuous improvement before it became a reality. And think of the improvements since then. And so it is with us.
We need to look for the hundreds of small things we can improve, such as tasks that use existing equipment. Before tackling the bigger issues, we need some small wins because it is those small wins that encourage the team.
I remember going to work for a company that had been purchased recently. Right off the bat, the new owners instituted a number of major changes and they couldn’t understand why they were facing such resistance from the employees.
They had forgotten the way you make improvements—if you want them to stick!
The following steps have worked in thousands of cases, across industries and companies.
There are FOUR steps to be followed. Don’t omit any of the steps!
Step 1: Break Down the Job
Start with any job, list all the current details and methods of a specific job. Make your list on the spot—don’t go back to your desk to research or recall details. If you do, you will overlook something.
Remember you don’t need to be the “Undercover Boss” here. Let your staff know exactly what you are doing.
Step 2: Question Every Detail
Ask questions such as these:
* Why is it necessary?
* What is its purpose?
* Where should it be done?
* When should it be done?
* Who is best qualified to do it?
* What is the best way to do it?
Question the materials, the equipment, machines, tools, product design, layout, workplace, safety, and housekeeping.
Here’s a caution. You won’t get very far until you start to see the big picture. Hold off on the urge “to fix that one item.” First get all the details. Otherwise you may improve only a part of the job and thus overlook a broader, more useful improvement.
Step 3: Develop the New Method
Eliminate unnecessary details so you aren’t wasting material or manpower. Can items be combined or possibly rearranged? Simplify all the important processes. Remember to involve all the right people from the start. Don’t work it out alone, then spring your new idea on your team. That simply won’t work.
Step 4: Apply the New Idea
You may have to sell the boss to get the trial period you need. And you may have to get the staff people more information so they will give the new method a fair shot. The bottom line, however, is that the new method can yield increased production only after it’s actually working.
By the way, make sure you give credit where credit is due. Don’t steal someone’s idea, then make people think it was your own. That will surely sabotage any future chances of success.
New methods may pop into your head without working through the four steps. That is to be expected. Those flashes will soon be exhausted. Don’t expect them to continue.
Remember your purpose is to make the job easier and safer—not to make people work harder or faster. Job improvement is not a “speed up” plan. It is to show people how to work more effectively. Keep that basic purpose in mind and you can’t fail.
Until Next Time,
Neal J. Diamond
Business Improvement Strategist
