How to Improve Productivity and Efficiency in the Workplace

Wondering how to get everyone to do the same thing and have it at the right standard?

Some will, some won't but it is easier to improve efficiency and productivity if you have some flexible, standardised procedures.

Having clear guidelines makes it easier for people to do the right thing. People work differently. So, manage - don't micromanage.

Standardized procedures make things easier and more efficient. Without them, things happen ad hoc, but make the procedures too detailed and specific and it is likely that someone, somewhere will try to take a shortcut and quality control could suffer.

To develop appropriate and easy to use procedures and policies, decide what the essential elements of the task and desired outcome are, then develop systems to assist this.

Quick tips
Base your system on what needs to be done (and why).
Learn how the tasks are done - understanding how people do tasks means that you can make sure that people have all the things they need to get the job done.

Provide feedback loops - checking in on task performance and completion means that you can adjust and/or change any procedure and system quickly - so that it stays practical and efficient.

Allow variation and flexibility - everyone works in his or her own way. Letting people do things as they like (within reasonable limits) means they are more likely to enjoy their work and work more efficiently.

Think BIG picture - it is more important that things get done in the right way, rather than they are done in the right way.

Don't try to control EVERY aspect of work.

A Better Life ...

Dedicated to the memory of LSK.

This blog is to honour someone I don't remember meeting, and to raise a challenge - what more can each of us add to the relationships and meetings we have each day?

I have just been to a friend's father's funeral. I might have met him briefly, but I was probably too busy doing my "stuff" to have used the opportunity to meet such a remarkable, loving and generous man.

People eulogise about the best memories. By all accounts this man lived a remarkable life. He started in a new country with nothing, took lowly and menial jobs at first, building quite a remarkable business life.

But what stood out in the eulogies was his love of his family - he felt he was rich beyond measure because of the love of his family - he was happily married to the same woman for 53 years. They walked around the park holding hands every day until 3 months before he died. He had seven grandchildren - as he said, one for each day of the week. He lined his front steps with flowers to celebrate the birth of each child and grandchild, and every person he met with interest, respect and genuine care and affection. He was known by his employees as the best boss they could ever have, and his word was as good as any binding legal contract.

He did what he said he would do.

Think how much more joyful our lives would be if we could all be a little more like this man.

How to Get Things Done

The age old problem...

Why don't things get done?

There are obviously many reasons why things don't get done. But what about when things that you thought would run smoothly don't? Quite simply this is often because the systems being used are no longer appropriate for the task, and therefore the systems are not used and the task is not completed. There are a number of common reasons why people do not use their systems, and therefore think they are useless.

If you think your systems are useless, ask:

• Are they needed? Systems are sometimes developed for the sake of it, rather than because they are needed.
• Do they serve a specific purpose? There must be a clear purpose for a system to be developed in the first place.
• Are they well designed? Sometimes systems just seem to grow – one person develops a way of doing something (a system) then other people have to use it. This might make it too difficult to use easily.
• Is it easy to use? If a system is straightforward and easy to use, people will use it!
• Who designed it? People are more likely to use a system if they have helped design it.
• Is it still relevant? Review your systems regularly. Things change all the time, and systems should be changed to reflect this – keep them relevant.
• Is it do-able? Make sure all equipment, tools and time are available so that people can use they systems you want them to.
• Is it obvious? It might seem obvious to you, but others might not see it that way. You might need to train others to use the system efficiently.

Non-compliance is sometimes not about people not doing the "right" thing. It might be that it is not the right thing to do.

Whenever you or other people complain that the systems are hopeless - think about the questions listed above.

Remember, systems are there to serve you, not the other way around.

Take control of your systems!