Why New Job Methods Don't Stick and What To Do About It!
With the economy sputtering to a new start, several challenges are still facing businesses on the path to recovery.
You are being asked to do more with fewer resources, staff, and customers—yet still grow the bottom line.
Perhaps you worked on a better way of doing things a year ago, maybe even 6 months back, but you have done nothing since. So, yes, you have made an important contribution to your future, but are you working out better methods of doing business every day?
As a coach or supervisor, job improvement always has been a part of your work.
When the Wright brothers invented the flying machine, commercial air travel didn't happen the next month, year, or even decade. It took 30 years of continuous improvement before it became a reality. And think of the improvements since then.
So many changes have taken place in the realm of technology and will continue to do so. I remember my first computer—I think its transfer rate was 2500 kps. I would sit and watch as single line after single line of information was added to my screen.
I understand that some improvements are a result of design but many have to do with improvements in the METHODS of production. You may not be able to do anything about the design of a product or service, but you CAN do something about how you and your team go about producing and delivering that product or service.
One of the main reasons change fails is that we try to go after the big pieces first. We want to plan our new department or purchase the latest and greatest technology.
Instead, we need to look for the hundreds of small things we can improve, such as tasks that use existing equipment. Before tackling the bigger issues, we need some small wins to encourage the team.
I remember going to work for a company that had been purchased recently. Right off the bat, the new owners instituted a number of major changes and they couldn't understand why they were facing such resistance.
They had forgotten "the way" you make improvements—if you want them to stick.
I want you to take a minute to go back in your memory as a worker.
As I thought about it, this came to mind:
Remember the time you "put up" with a job because it was awkward and caused you needless trouble? Remember the "better way" you finally worked out that would have made it safer and easier to do that job? Remember how you wanted to tell your boss about your idea, but he wasn't the kind of guy who was easy to talk to, so you never mentioned it to him? Your idea died.
Or perhaps you remember the time the boss "sprung" her new method on you and you had a pretty hard time swallowing it?
You won't forget the time the boss had an idea and asked for your opinion. You made several sound suggestions for improvements to his plan but he never did instigate your ideas.
Remember the time you proposed a new idea to the boss? The steps were a bit poorly worked out and he was able to find a bug in your plan. As a result, you didn't propose anything, anymore.
Then, of course, you will NEVER forget your "better way" that was put into effect—and it worked. You can still feel the satisfaction that gave you.
BETTER JOB METHODS are needed NOW and there is a RIGHT way to make them.
The following plan has worked in thousands of cases, across different industries. There are FOUR steps to be followed. Don't omit any of the steps.
Step 1. Break Down the Job
List all the current details and methods of a specific job. Start with any job, but make your list on the spot—don't go back to your desk to research or recall details. If you do, you will overlook something. You don't need to be the "Undercover Boss" here. Let your staff know exactly what you are doing.
Step 2. Question Every Detail
Ask questions such as these.
- Why is it necessary?
- What is its purpose?
- Where should it be done?
- When should it be done?
- Who is best qualified to do it?
- What is the best way to do it?
Question the materials, the equipment, machines, tools, product design, layout, workplace, safety, and housekeeping.
Here's a caution. You won't get very far until you start to see the big picture. I want to encourage you to hold off on the urge "to fix that one item." Get all the details. Otherwise you may improve only a part of the job and thus overlook a broader, more useful improvement.
Step 3. Develop the New Method
Eliminate unnecessary details so you aren't wasting material or manpower. Can items be combined or possibly rearranged? Simplify all the important processes. Remember to make sure you involve all the right people from the start. Don't work it out, then spring your new idea on your team. That won't work.
Step 4. Apply the New Idea
You may have to sell the boss to get the trial period you need. And you may have to get the staff people more information so they will give the new method a fair shot. The bottom line, however, is that the new method can yield increased production only after it's actually working.
By the way, make sure you give credit where credit is due. Don't steal someone's idea, then make people think it was your own. That will surely sabotage any future chances of success.
New methods may pop into your head without working through the FOUR STEPS. That is to be expected. Those flashes will soon be exhausted. Don't expect them to continue.
Remember your purpose is to make the job easier and safer—not to make people work harder or faster. Job improvement is not a "speed up" plan. It is to show people how to work more effectively.
Keep that basic purpose in mind and you can't fail.
A great tool to help you start to analyze any position is CRG's Job Style Indicator.
To learn more, click HERE.
Yours truly,
Neal Diamond
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