Tactical Execution Best Practice 4 – Eliminate Redundant Work
Whether in an economic recession or boom, resources are always limited and redundant work always an unnecessary resource expenditure. Yet no matter how hard leaders try to eliminate redundant work, these practices seem to reappear; often the result of well intentioned actions to correct a performance deficiency or misguided adherence to a legacy practice. Therefore, all leaders from the C-suite to the shop floor must relentlessly wage an ongoing war against unnecessary duplicate work.
Sign up for our Email NewsletterTactical Execution Warning Flag 1 – Incomplete Staff Work
“The job is not done until the paperwork is signed.”
StrategyDriven Contributors
All too often, documentation of job performance is trivialized, viewed as an unimportant impediment to progress and is either not completed or not completed well. What goes unrecognized is the impact this documentation has on performance improvement, equipment reliability, and financial accounting; all of which affect a company’s bottom line.
Completed staff work or paper closure is as integral to job completion as task performance itself. Staff work includes all documentation associated with the job’s performance including:
- status reports
- time and expense reports
- operations and maintenance records (as found and as left conditions, materials consumed, tools used, actions taken, meter readings, causal codes, etcetera)
- condition/problem and cause evaluation reports
- management observation forms
StrategyDriven Podcast Special Edition 3 – An Interview with Forrest Breyfogle, author of Integrated Enterprise Excellence, Volume I – The Basics
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag posts on the StrategyDriven website.
Special Edition 3 – An Interview with Forrest Breyfogle, author of Integrated Enterprise Excellence, Volume I - The Basics explores how to achieve organizational performance improvements through the use of the Integrated Enterprise Excellence system. During our discussion, Forrest Breyfogle, author of Integrated Enterprise Excellence, Volume I – The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard
- how using the Define, Measure, Analyze, Improve, and Control (DMAIC) model at the enterprise and project levels can drive performance improvement
- acquisition of critical option value insights through the use of the Design of Experiments (DOE) approach
- how other business management approaches such as Total Quality Management (TQM), the Theory of Constraints (TOC), SMART goals, and ISO 9000 are related to the Integrated Enterprise Excellence system
Additional Information
Complimenting the outstanding insights Forrest shares in Integrated Enterprise Excellence, Volume I – The Basics
As mentioned in the podcast, Integrated Enterprise Excellence, Volume I – The Basics
- The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement
- Integrated Enterprise Excellence, Volume I – The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard
- Integrated Enterprise Excellence, Volume II - Business Deployment: A Leaders’ Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard
- Integrated Enterprise Excellence, Volume III – Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard
Final Request…
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About the Author
Forrest W. Breyfogle III, author of Integrated Enterprise Excellence, Volume I – The Basics
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Portfolio Management Warning Flag 1 – Management Distractions
At times, organizations undertake ‘bet the company’ projects, initiatives so risky because of their sheer size, strategic importance, and/or operational impact that the project’s failure could bankrupt the company. ‘Bet the company’ projects necessarily demand heightened management awareness and focus, however, excessive diversion of leadership’s attention to these types of projects and away from others and/or day-to-day operations could also jeopardize the organization.
Project Management Warning Flag 4 – Too Much Time, Too Few People
Project managers know successful projects establish and maintain a balance between the elements of scope, time, and cost. Adding to or depleting any one of these elements necessitates a compensating change in one or both of the other elements; the integrity of the project management triangle being maintained.
But can a project’s scope, time, and cost elements be both in balance – the project management triangle’s integrity established and maintained – and be out of balance at the same time? Absolutely!
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