The good and the bad of overtime

Whenever we see overtime over 5% an analytical red flag goes up and we start to suspect that there may be too much cost built into the process. Many organizations use overtime to offset peak volume periods.

Read More

A solution in search of a problem

A consultant spent three hours watching a production line trying to find opportunity. It was a simple quality inspection area where the product flowed in a continuous stream past a number of trained inspectors.

Read More

Managers don’t provide a “backup” assignment

In many operations, back up assignments can be a useful means to even out daily workflow. By providing a “ready backlog” of work that can be pulled if the main task is delayed for whatever reason, a manager can help optimize the productivity of an area.

Read More

Managers assign work unevenly

Uneven work assignment is a management problem, not a worker problem. Management’s job is to try to elevate the overall group productivity.

Read More

Managers assign work without time parameters

We were working for a large software development company. One of the big operating concerns was the timely coordination of coding and testing. Being off-schedule can cause a serious breakdown in the

Read More

When managers don’t assign work

A lot of productivity is lost due to how work is assigned, or in this case, when it’s not assigned. What we often see is that the manager plays the role of a work collator, someone who creates a backlog of tasks that an employee can draw from. Work is “loaded” as opposed to “assigned.”

Read More

The “X-Factor” paralysis

The X-Factor means problems that were initiated externally (i.e., outside the department) and were therefore difficult, if not impossible, to fix because local managers had no authority.

Read More

“Cushman bait”

Employees are often initially worried that our watching them work is some kind of “Big Brother” intrusion and that the outcome won’t be beneficial to them.

Read More
Page 1 of 512345