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Just in time.

Picture this. You are reviewing a list of tasks that was assigned to colleagues in your business. You remind one of the task owners their action item is due tomorrow and they respond, “I have it on my list, but I’m operating just-in-time.”

This happened to me recently. The word choice “just in time” (JIT) is from a Lean concept in which production output is managed by when the customer requests delivery rather than when the producer can complete the task. Most office workers today don’t match-up their behavior with Lean Principles. But even if you aren’t a Lean practitioner, there is tangible value to considering the JIT approach.   One of the primary goals of JIT is to eliminate waste by not working or storing excess inventory. For this blog post, I’m writing about assignments, tasks, and action items for office personnel. Think of excess inventory as assignments that are completed but never used or maybe action items that are started but never finished. That is considered waste and our time is too valuable to spend it producing work that doesn’t add value for the customer.

Three ways to structure a task list for JIT delivery in the office:

1. Purge non-value added activities.

 

 

So often we spend our time prioritizing tasks to stack rank them for the order they should be worked. With ‘Lean’ thinking the first question should be “do the results of this activity add value for the customer or is it a necessary non-value added activity?” (i.e. compliance task). My experience with tasks prioritized low is over time they eventually fall off the list because they are no longer needed. This most often means it was never a value added activity and just clutter on the backlog (unnecessary inventory). It’s a good idea to review the backlog of tasks on some recurring interval to purge non-value added activities.

2. Group items into buckets already covered by standard work activities.

 

 

Some action items may fit into already established recurring work activities where standards and time allotments exist. If that is the case, then it’s not necessary to create additional time for one-off production of work output. An example of this recently happened to me. A compliance control required the review of at-risk vendors and documentation of the results. I already had time assigned on my calendar for a quarterly review of security and risk related items as part of a security committee agenda. Rather than add a new task for myself, this compliance control was added a responsibility of the Security and Risk Committee. The concept for this idea is to examine recurring activities already part of standard routines. Some assigned tasks may naturally fall into those routines and intervals.

3. Use a calendar of due dates to help with priority sequencing.

 

 

Putting due dates for action items on a calendar provides several nice features for structuring work. It enables the ability to preview the calendar for upcoming work (Daily or Weekly) which triggers work execution. The concept of JIT relies on keeping inventory of unused work at a minimum. With this thought in mind, try to avoid having active progress on work that isn’t due because it may take away time from working on tasks that are due.  The challenge with this method is estimating how long a task will take to complete and being able to work through unplanned interruptions.


So being a JIT employee isn’t quite like being a Jedi employee. But then again, if you can consistently deliver action items in the expected time frame, it won’t take long to reach Jedi status in your office.

Onward and upward!

Photo Credit: Philip West via Creative Commons.

IT Manager Leader Standard Work

In 2015, I started on a lean production system journey. My aim is to improve my personal level of leadership by learning to focus on reducing waste activities and increasing customer value-add activities.  One concept in lean philosophy is leader standard work. It’s not easy to set a baseline for metrics and desirable activities without first having a play card for leaders to follow. Without a play card, the actions of a leader will be random and more subject to putting out the fires that pop-up each day.

 

I documented my first draft of leader standard work by first writing down all of the recurring activities that I already do. Then I examined each activity to see how they aligned to lean principles and noted what visual controls I have to measure and control each activity. If my activity didn’t align to a lean principle then I eliminated it.

 

Activity Lean Alignment/Leadership Influence Visual Controls
Daily
Review service metrics for open tickets Check SLA adherence/Conformance to schedule
Provide assistance with at-risk tickets.Stop and fix the problem, Standardized tasks
Open ticket report by age
Ticket system dashboard
Weekly
Change log review Make sure production changes are reviewed for communication, interdependencies, and quality testing.
Audits / Compliance
Change log database
Team Lead meeting Communicate company and team results.
Discuss escalations and commitments.
Develop countermeasures
Discuss performance and adherence to standard work (Gemba walk chosen project board in TFS)
Develop exceptional people and teams
Change log

Portfolio dashboard
Software development system board

1:1 meeting with direct reports Coaching (Advanced problem solving, Development)
Review standard work (weekly team standups, communication to stakeholders)
Ensure high productivity and engagementIdeas for improvement
Grow leaders who understand the work
Software development system board
Portfolio dashboard
Open Tickets
Gemba Walk – Go see for yourself Understand the work
Coach and connect
Demonstrate commitment to lean system
Software development system board
Monthly
Portfolio review Prioritize WIP and near-term backlog
Level out the workload
Create continuous process flow and bring problems to the surface
Portfolio dashboard
Status Report Leader check understanding of work
Review progress towards meeting goals (Actual vs Plan)
Develop countermeasures
Become a learning organization through reflection
Order source metrics
Financial metrics
Service level metrics
Portfolio dashboard
Capex/Billable Hours Financial account reclassification for capital work or billable  to customer Billable hours report
Steering Committee Regulate intake of new work (ROI, Current WIP, Capacity)
Make decisions by consensus
Group presentation and Discussion
Semi-Annual/Annual
Mid-year check-in/Annual review with direct reports Check progress toward meeting goals with each employee
Adjust goals if necessary
Career development discussion
Develop exceptional people and teams
Annual plan
Annuals goals
Annual Policy and Standard Work Review Review and update all policies and leader standard work documentation
Standardized tasks are the foundation for continuous improvement and employee empowerment
Policy documents

Leader standard work is a precursor to managing for continuous improvement and culture change. It is the basis for a job description. But it’s way better than that because it focuses on a systematic and repeatable approach to collaboration, employee development, problem solving, and understanding the business.

After creating the list I set my calendar with recurring entries corresponding to the tasks (for those I didn’t already have set). It’s a start and continuation of the lean journey.

Onward and upward!