Timing is Everything

Today, I’m going to say the words that often make people cringe in the world of process improvement:

Time and motion.

Yeah, I know, I can practically feel the collective sigh. Those words conjure up images of old-school industrial engineers with clipboards, making everyone feel nervous and scrutinised. And let’s not forget the infamous Hawthorne effect, where people act differently just because they know they’re being watched.

But here’s the thing, it doesn’t have to be like that.

The hard truth is, if you want to understand and improve any process that involves human beings, you need to know how it’s currently working and what optimum looks like. That’s where timing comes in.

It’s not about being a Big Brother figure. It’s about data-driven decision making.

Lean Six Sigma isn’t just about reducing waste ,it’s about optimising value flow. And to do that, we need accurate data on cycle times, takt times, and throughput.

But the methodology matters.

There are many ways to time a process, and the right approach depends on your specific environment and goal.

• Warehousing and Pensions: I’ve helped clients in these industries use pre-determined time systems to create standard work and improve efficiency. This is a great approach for repetitive tasks.
• Manufacturing: Here, I’ve used statistical analysis and distribution reviewing to identify bottlenecks and optimise production flow. This is perfect for high-volume, relatively stable processes.
• R&D: This can be tricky. R&D activities are inherently variable, making estimation difficult, but by analysing the time spent on different activities, we can identify opportunities for improvement, even in a changing environment. This might involve techniques like historical work sampling and value stream mapping.

But the absolute key is the soft stuff.

Lean Six Sigma is about people, not just processes. To successfully implement any time study, you need:

• A strong culture of trust and respect: Employees need to know that the goal isn’t to micromanage them, but to make their jobs easier and the company more successful.
• Open and honest communication: Talk to your staff about why you’re doing the study and how it will benefit them.
• Employee involvement: Get your staff involved in the process. They know the processes best and can offer valuable insights.

Now, I know what you’re thinking: “But Gavin, won’t this just lead to staff reductions?”

This is a common fear, but in my experience as a Master Black Belt, it’s rarely the case. The goal isn’t to cut jobs, it’s to:

• Increase sales volume: By making your processes more efficient, you can produce more and sell more.
• Reduce rework and extra costs: Improving quality reduces the time and money spent fixing mistakes.
• Free up time for higher-value activities: When you eliminate non-value-added work, you create opportunities for employees to focus on innovation, problem-solving, and continuous improvement.

So, let’s leave the white coats at home.

Let’s embrace time studies as a valuable tool for understanding and improving our processes, but let’s do it with respect, transparency, and a focus on empowering the key people.