<\/p>\n
Information waste in the office environment<\/strong><\/p>\n <\/p>\n In my recent blog about \u201clean\u201d I discussed the various ways that waste can be defined and how to identify non-value adding activities.<\/p>\n <\/p>\n In my experience of lean the emphasis is often on activities in obvious places such as the factory floor and yet other areas of the enterprise seem to escape. It seems strange that attention is made of getting goods out of the factory quickly and efficiently and yet paperwork and office systems escape with little analysis or reform.<\/p>\n <\/p>\n In a rudimentary way we can identify the main areas of waste in an office environment. I\u2019m sure that we\u2019ve all experienced most of these in our working lives.<\/p>\n <\/p>\n Bottleneck departments<\/span><\/p>\n <\/p>\n Areas where the processes are often poorly defined and inefficient so \u201clog jams\u201d occur. Perhaps if the process has<\/span> been made efficient, there is just insufficient resource to make it happen.<\/em><\/p>\n <\/p>\n Lots of validation checks \u2013 multiple signatures<\/span><\/p>\n <\/p>\n Sometimes there are just too many people in the approval process and most not adding value in any way. Managers hold things up through procrastination, by being a signatory although they don\u2019t actually evaluate the subject matter (sometimes through just wanting the status that goes with it!), or by just not being there to sign when required. <\/em><\/p>\n As an example, we all know how impossible it is to raise a cheque within a business!<\/em><\/p>\n <\/p>\n Over complex<\/span><\/p>\n <\/p>\n Processes that are far too complicated. Especially those which have been developed iteratively over time that add little value. Perhaps the processes have not been developed by the people that actually do the work but by a well meaning, or controlling, manager.<\/em><\/p>\n <\/p>\n Multiple uncontrolled documents in circulation <\/span><\/p>\n <\/p>\n A lack of document control or a system that isn\u2019t followed because of ill discipline and no \u201cbuy in\u201d from employees. Perhaps it\u2019s a process that\u2019s just too unwieldy and complicated to work. Paper copies are often produced that are soon out of date and that may have been superceded by newer ones that are probably electronic. This leads to major risks of poor decision making in the organisation. <\/em><\/p>\n \u00a0<\/em><\/p>\n Of course multiple copies of electronic documents are made that often clog up servers with duplicates or various revisions. Copies are kept within \u201coutlook\u201d folders. Data is also transferred to Excel spreadsheets for<\/em> analysis purposes where the document is uncontrolled and often the formulae are not checked.<\/em><\/p>\n \u00a0<\/span><\/p>\n \u00a0<\/span><\/p>\n Batching of documents<\/span><\/p>\n <\/p>\n Work piling up in in-trays waiting to be processed or for the person to find time to do it. This builds up a pile of inventory. Additionally, in the digital world, emails remain unanswered and filling up \u201cto do\u201d folders in personal outlook inboxes. <\/em><\/p>\n <\/p>\n Always best to process and move it on without delay!<\/p>\n <\/p>\n High levels of data re-entry and re-keying<\/span><\/p>\n <\/p>\n Incompatible systems relying on multiple data entry to make things happen. Very little value added and a very depressing job to have to do. A major area where mistakes are made leading to re-work.<\/em><\/p>\n <\/p>\n Production of reports that nobody uses<\/span><\/p>\n <\/p>\n Overlong, complex reports that are either too complicated or are full of irrelevant information. The reports often take so long to compile that they are not part of the decision making process, as they are too late. Even worse is that some people take time out to read them!<\/em><\/p>\n \u00a0<\/em><\/p>\n Sometimes are measures brought in that aren\u2019t used by management to measure progress in the business and aren\u2019t related to achieving the business plan. These often have no relation to policy deployment.<\/em><\/p>\n <\/p>\n <\/p>\n Fast track routes that slow-up everything else<\/span><\/p>\n <\/p>\n Managers or persuasive employees by-passing the proper processes to get their jobs done first. We have all met \u00a0\u201che who shouts loudest gets his job done first\u201d. Often the more important tasks are then behind schedule and not completed on time.<\/em><\/p>\n <\/p>\n <\/p>\n Personal filing systems<\/span><\/p>\n <\/p>\n Official company wide systems such as the Client Relationship Management (CRM) not being used. Addresses then being kept on Excel spreadsheets, in Outlook contacts, business card books or other databases, particularly on smart devices. Paper filing systems in cabinets or desks which are locked or are not understood by anyone else.<\/em><\/p>\n <\/p>\n <\/p>\n Unpredictable processing lead-times<\/span><\/p>\n <\/p>\n Work taken on without a defined process or when \u201dguestimated\u201d without proper analysis. <\/em><\/p>\n <\/p>\n So we can see that there\u2019s an inordinate amount of wasteful activity going on in most office environments.<\/p>\n <\/p>\n What\u2019s really dangerous is that it\u2019s often difficult to see and the effects difficult to measure. Additionally these wastes add significantly to the cost base but also affect cash flow and the overall delivery performance of the business.<\/p>\n <\/p>\n I expect it\u2019s time for companies in all sectors, not just manufacturing, to get with the \u201clean\u201d revolution and reduce waste and improve efficiency in their office environment!<\/p>\n <\/p>\n Further information on \u201clean\u201d can be found at www.fedden-usp.co.uk<\/a> where I am retained as a Board Advisor.<\/p>\n","protected":false},"excerpt":{"rendered":" Information waste in the office environment In my recent blog about \u201clean\u201d I discussed the various ways that waste can be defined and how to identify non-value adding activities. In my experience of lean the emphasis is … Continue reading