blog.
Solving Problems using an A3
An “A3” is an international size piece of paper, approximately 11-by-17 inches. Using an A3 is an effective way to present a situation – a story that anyone can understand – all on one page.
It is a visual tool for problem-solving because it presents all of the main elements in a condensed space, allowing for on-the-spot review. It is a powerful management process encouraging learning through a scientific approach to problem solving. It includes a description of the current conditions, goals, analysis, and an action plan for implementing solutions.
There is no standard format for an A3. Each A3 suits the situation. At the end of this blog, a detailed example is provided that you can use and modify to suit your organization's situation.
Leveraging the Power of Stakeholders
Do you know that excitement that goes along with your great idea for improving your organization’s processes? From great idea to project charter, the momentum you have is at a peak when you present your project charter to the project champion for approval.
At this point, your project can go one of two ways: it gets approved by the champion or it gets denied. If it gets approved, great! You're on your way to making change. If it gets denied, there is a strong likelihood that you did not engage and secure the support of all stakeholders.
We often talk about engaging and getting “buy-in” from stakeholders. But what, exactly, does this mean? And who are these stakeholders? And what is their interest in your project?
Peak Performers: Not Always Good for Business
Are you a peak performer? According to organizational psychology, the five fundamental peak performance proficiencies are…
Rating Records Management Program Maturity
A records and information management (“RIM”) program that is effective and efficient allows you to do the following…
Leaning for Success
Lean is a management philosophy aimed at reducing waste—a philosophy that, to be effective, must become “second nature” to the way we work. Lean’s roots can be traced to the early 1900’s, although the term was coined in the early 1990s. The following illustrates Lean's evolution…
Clutter: If it's organized, is it still clutter?
Understanding what constitutes clutter from an organizational perspective helps staff eliminate clutter—both electronic and physical. While experts agree that there is more to clutter than just physical and electronic space, the organization’s primary concern needs to be in these two areas and include the following categories…
Efficiency is in the Toolkit
Social media, instant messaging, and other similar information sharing mechanisms all contribute to an ever-increasing overload of demands for more-better-faster. This information overload isn’t going away; it will only increase. While tools help us navigate the ever-increasing complexity of our work, organizations need to catch up.
Organizations, be it public or private enterprises, typically implement infrastructures, tools, and processes that make it easier for the organization, but not necessarily easy for the individual. This is because most organizations don’t think down to the level of the individual doing the work.
The Cost of Ignoring Communication
A noted author recommends that people selectively ignore communications by scanning communication for two vital pieces of information:
Action required by you
Deadline for completing the action
Dimensions of Change
Are you and your organization productive and efficient? Most people say that they and their organization are both. However, I have found this not to be the case in many organizations.
Accelerating Project Success
Ahh…the project. Who among us has never had to do one? No matter what line of work we’re in, we all have at one time and/or another engaged in projects. Anything from planning an event such as a small dinner gathering to building infrastructure like bridges and highways comes under the purview of a project. But did you know that the success of projects is determined in large part by the amount and quality of project planning?
Worry, Worry, Go Away, Don't Come Back Another Day
Have you ever thought about how much more productive you become when you don’t think? You’re probably re-reading this question and asking, “Huh?” Let me clarify. When we avoid thinking about what it is that we should be thinking about, we tend to worry because we aren’t getting done the thing that we’re avoiding. So if you stop thinking about the things that you’re not doing, there is a greater likelihood that you are thinking only about the task at hand, making you more productive.
In previous posts, I’ve talked about the eight sins that impact our efficiency – defects, overproduction, waiting, non-utilized talent, transport, inventory, motion, and extra processing ("DOWNTIME"). Add to this list Sin #9 – worry. Worry is a waste that can affect your productivity dramatically.
Success is 20 Percent Intelligent Effort
For the longest time, I was doing it all wrong. I was killing myself with work. And to add insult to injury, I was doing the wrong kind of work. “Wrong” in the sense that I was focusing on everything rather than zeroing in on the most important. I think exhaustion made me stop. That was when I realized that perhaps Pareto was right.
The Power of Why
One of the best ways to get to root causes of problems lies in the question “why.” Why does it take 30 days to pay an invoice? Why does Finance require five signatures on the cheque? Why is the Contracts Division involved in payment processing? Why? It is such a simple question, but it can generate powerful results.
From Great to Remarkable
Are you a remarkable leader? If you said “yes,” you’re in the minority. If you said "no," take heart: remarkable leaders are made, not born. Through experience, good and great leaders acquire leadership competencies that propel them to the ranks of remarkable ones. So how do you become a remarkable leader? One word: coaching.
What Productivity Improvements Make The Most Positive Impact In An Organization?
I am often asked: In what areas of an organization can productivity improvements make the most positive impact? There is no one correct answer to this question, but here are some things to consider.
How I Help Clients Operate More Efficiently
I am often asked how I can help clients operate more efficiently. My response to this is that it’s quite easy to become efficient. The secret is in eliminating as much wasted time and effort as possible from the tasks that are being performed. Here are my top four areas where I tell my clients to focus in order to operate more efficiently…
Help! I'm A Procrastinator!
Procrastination is about putting off (or deferring) something to a later time. We all do it occasionally: procrastination is normal. However, if procrastination starts to interfere with your life and work more frequently, then it needs to be addressed immediately.
Create Successful Organizations by Leveraging Records Management Programs
By leveraging their records management programs, organizations can be more efficient and productive. What this means is that organizations that follow records management principles have fewer incidents of information loss, less wasted time in looking for information, and more time spent on creative work that contributes to overall organizational success.
Initiating and Effecting Change
If you’ve ever tried to change one of your habits, you know how difficult it can be. Now imagine changing an organization’s habit(s) and you quickly realize that the reason many organizations struggle with change management is because it’s hard work to instill successful change. Whether you’re changing individual habits or an entire organization’s habits, the key is to plan carefully and build a proper foundation for the change. Through planning, implementing change becomes easier and your chances of success are greatly improved.