One of the largest wastes of time, energy and money that I frequently observe is the up front analysis. Don't get me wrong, analysis needs to be done. We need to know where we've been and where we are in order to develop a successful roadmap to where we need to be. However, I believe that way too much is put into approaching this, as if the client and the employees of the client don't already know what's wrong. They may not be aware down to the finite details, but believe me, everyone has a fairly good idea. I find that data mining, fact checking, review of P&Ls etc., can all be taken as a parallel or even secondary action. The first and foremost approach is to talk to the people doing the job. Really talk to them.....and listen. Most often, everyone already knows what's wrong, or has a general idea. They are simply frustrated because they don't have the resources to deal with it. That can be budgetary, manpower or equipment related etc. In an operational environment, resources are hard to come by and improving a process or eliminating waste can seem like an impossible task. This results in an external resource being brought on board where weeks of time and thousands of dollars can be wasted arriving at a conclusion that was already somewhat apparent - at least to those already in the mix and working the process on a daily basis. Processes can be optimized and results achieved much more quickly by working directly with the employees doing the jobs, the folks on the frontline. This also achieves direct buy-in and long term success because the people who own the process had a direct role in defining the necessary improvements.
Swimming upstream....
So much stress and frustration can be alleviated by taking a simpler approach right out of the gate. Far too often, I see management teams starting with the end result that they have defined and then forcibly trying to make the process achieve that defined, end result. This never works. They spend time, money and effort and struggle to gain even marginal success. During which time, everyone in the process becomes frustrated and becomes disenchanted. The optimal approach is that the right process yields the right results. So much more success can be achieved, and can be done so effectively and with everyone on board by taking this approach. If we focus on the process, the results expected are achieved by default. Don't approach a problem by limiting yourself up front or by trying to pre-define the outcome. Adopt an approach in which the goal is simply to reduce waste (the 8 wastes), and the results will come. By focusing on reducing an removing waste, we achieve a positive correlative effect on throughput, efficiency, cost, quality, safety etc.
Continuous Improvement and the Consultant....
I see so many operations look to consulting firms to help them be successful. That may be as simple as getting assistance in improving a specific process up to full facility and operational start-ups and launches. Unfortunately, what I usually see is that the consultancy team has a specific and static approach which requires the client to adjust and conform to the consultant's plan (think of using a wrench to hammer a nail....simply doesn't make sense, yet it happens every day). What is necessary for success is that the consultant work with the client to determine the optimal solution that fits and can be evolved within the client's current process. Client's are consistently forced to implement or adopt a philosophy based on a specific application, or the "book of the month", whatever seems to be popular at the time. However, the most successful approach tends to be more of an "a la carte" approach. There are many, many books out there, most of them with very applicable and relevant solutions. There are many lean and continuous improvement philosophies, most of which have relevant applications. In order to be most successful, these must all be held in check as tools in a larger tool box, and applied in an as required basis as it makes sense for the customer. The process is reviewed, then the optimal solution which is variable, is then determined based on the customer's needs. Applying a pre-conceived solution that is inflexible in application simply does not work. Every solution is different, and every solution is a living, breathing entity. The optimal solution won't be found in a text book, or some off the shelf application. It must be developed and must evolve using a variety of tools and approaches designed for the opportunity at hand.