Tag Archives: productivity

Caught Off-Guard, by Simplicity

Marcus was already in the conference room when I arrived. He had some papers spread on the table. I could tell by the look on his face he already had the answer. We were drilling down on an installation project that was under water.

“I knew when you asked for the production reports,” he started, “that we would find the problem within 30 seconds.”

“And?” I queried.

“You don’t even have to read the reports. The first three weeks, things are very repetitive. So repetitive that, starting in the fourth week, you can tell someone just photocopied the reports from the week before. The only change is the date at the top of the page. Then starting in week six, the reports stop.”

“And what does that tell you?”

“Well,” Marcus grimaced, “the quality of these reports follows exactly the real production curve in the field. We were meeting targets for the first three weeks. Things began to slide in week four and by week six, things went to hell in a hand basket.

“This is a very repetitive job, and it is very apparent that the weekly planning process just stopped. Everyone figured they would just keep working instead of stepping back to check progress and adjust. It seemed so simple, they lost the discipline of planning.

“The managers probably saved three hours per week in planning and checking, but lost more than 180 man hours in productivity. And they didn’t even know it until it was too late.”

“What’s the lesson?” I asked.

“Don’t relax by the appearance of simplicity. You still have to plan and check. In this case, the payoff would have been three hours to save 180 hours.”

How to Troubleshoot Productivity

I don’t know what happened.” Marcus grimaced. “Sure we were working under some tight restraints,” he explained. “During the first part of the contract, things were going well, but by the end, the wheels were coming off.”

“What do you think happened?” I asked.

“The contract called for several thousand feet of installation. We hit it with enthusiasm, high energy, everything clicked. I don’t know, but midway, we began to fall behind. Because of the working conditions, we could only work eight hours each day. Maybe we got sloppy, in the end, trying to finish, our quality got so poor that we had to go back and re-work several sections. First our margins disappeared, then our budget went completely underwater.”

“What do you think caused the erosion?”

“I don’t know. It was like we ran out of gas. I mean, everyone knew what to do. Technically, everyone was trained. The daily punch out was identical from start to finish. In the beginning, it was easy. In the end it was impossible. We just couldn’t keep up the momentum.”

“So, it wasn’t a matter or know-how or training. It wasn’t a matter of external conditions. Was it a matter of incentive or motivation?”

“No, you could see it in the eyes of the crew. They were in it, they were with it. They just could not produce.”

“Tell you what,” I interrupted. “Let’s pull the production records of the crew for the past six months and see what we find.”

Marcus went silent. I could tell he had mentally stumbled upon the reason. Before he left the room, he said he would have the records by the next morning.

Wishing for More Productivity

“They just don’t get it,” protested Kyle. “Why are they so stupid?”

“Why are they so stupid? Or why are you so stupid for expecting them to understand?” I asked.

Kyle did not expect my response and I could see him stiffen in the chair. He didn’t know how to react to the challenge, so he countered with a question.

“What do you mean?” he said, stalling for time. I was quiet. The seconds ticked by. Kyle finally broke the silence. “Okay, they are not stupid. I just wish they could be more productive, and solve problems better, work smarter.”

“You have exactly the kind of team you have designed,” I said. Kyle’s face lightened a bit.

“You know, you are probably right,” he replied. “So, how do I make it better? How can I improve the design?”

I waited. “It’s not a matter of improving the design. It’s a matter of improving the designer.”

How to Find Unproductive Behavior

The team worked for another 40 minutes. They had sixteen ideas on the board, but Julia wasn’t satisfied. “These ideas are good,” she said, “but not sufficient. Let’s take a different approach. I want you to think about yourself. How have you individually, contributed to the lack of throughput around here?”

Ralph was quick out of the gate. “It’s not my fault!” he proclaimed loudly.

Julia smiled. “Ralph. I know, but I still want you to think about it. It’s not your fault, but if it was your fault, how have you contributed.”

Ralph was a little surprised. No one ever dared asked him to consider that he might be the problem.

“I’ll go first,” said Max, letting Ralph off the hook. “When I am bringing materials into the warehouse off the truck, I just start stacking them up in the receiving area. But, we have so much stuff coming in, I stack it too close to the first staging area. Before they can set up the first staging, they have to move everything I just stacked up in the way.

“I had thought about saying something, but I was too pre-occupied with getting the truck unloaded.” Max had just laid it out there. Again, there was silence. Julia let it build.

“Ed, write that up on the board,” she said.

“Who has the next idea?”

Didn’t Leave for Better Wages

The resignation letter stared at Adrian. His best team member, Eric, had just quit. Eric was employee of the year last December and just received a raise two months ago. He was in line to become lead technician in his department. What could be better? What else could Adrian, his manager, have done?

I inquired about the exit interview conducted by the HR coordinator. The form stated that Eric left for better wages.

Adrian was worried. Three years ago, Eric entered the company as an inexperienced recruit among a group of seasoned veterans. Over time, his personal productivity outpaced the entire team. In Eric’s absence, Adrian feared the overall output of the team would falter. Eric often carried the whole group.

I called Eric, already gainfully employed (at a lower wage) in another company. Happy with his decision, Eric shared his story. On a crew of six, Eric had consistently accounted for 50 percent of the output. The other team members were slackers riding on his coattails. I asked what Adrian could have done differently. The advice was quick and simple. “Cut the dead wood. Release the poorest performers and productivity would have increased, even with a reduced headcount.”

Adrian is left with the remnants of a mediocre team. But before he can heed the advice, he has to find another Eric.