28. Develop common processes, where it makes sense—At a
minimum, come up with common data attributes, macro processes, data
exchange conventions, etc.
29. Bias towards "vanilla" approaches wherever
Don't reinvent the wheel. Use packaged software,
and standardized approaches. When you do have to invent a new one,
only do so if it will really provide competitive differentiation
cost-effectively. Even then, try to design it for multiple purposes,
flexibility, and reusability.
30. Leverage investment, people, resources
Leveraging means doing more with less. Don't
invest when you can use: consigned inventories, well-planned
automation, human resource development, education, virtual
corporations, cooperative resources, multi-skilled people,
contractors, OPM (Other Peoples' Money), OPI (Other Peoples'
Ideas), licensed technology and methodologies.
31. Set ambitious "stretch" goals. Don't worry if they
are missed. Worry about how much improvement is made
Many organizations intimidate their people into
developing overly conservative goals, reducing the perceived
probability of failure. Try to remove the fear of failure (easier
said than done), and encourage employees to shoot for the moon.
Then, help them get the resources they need to achieve these goals,
encourage controlled, conscious risk-taking, reward success, and
console honest failures that occur as a result of trying hard. It's
usually better to achieve half of a 50% improvement goal than all of
a 10% goal.
32. Project leaders should lead, not make all the decisions
The ideal project leader is one who can formulate
and communicate a mission with inspiration, provide tools that team
members need, participate with team members, identify and target
opportunities and problems for action
33. Avoid "Paralysis by Analysis." You'll never have
all the facts
Joe Barcy, one of our associates was leading an
inventory reduction program for a client. Some of their employees
lamented the fact that up to half of the items to be tracked might
lack adequate decision data, so that they felt they could not
proceed. Joe said, "then work on the other half!" We'd
still be waiting for all of the data to be right before making a
decision if we'd hesitated. Instead, improvements are being made
34. Don't use just functional organizations to define processes—they
tend to replicate existing paradigms
Don't tolerate having processes designed to fit
the current organization structure, or even specific people. Use
cross-functional teams, with outsiders, internal and external
process customers and suppliers.
35. Phase implementation to reduce risk and optimize rate of
Full reengineering of a company may take much time. Most
companies can't/won't wait for the pot of gold at the end of the
rainbow, so it is necessary to provide payback at regular intervals,
preferably starting soon. Create a phased implementation plan
allowing the overall effort to self-fund itself before completion,
if possible. Individual processes may have early due dates.
To be Continued
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