Archive for Small Business
The book A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance demonstrates how to apply lean principles to the individual. It delivers key concepts such as visual management, flow, pull, and 5S. Dan provides these concepts to the individual results in the same kind of benefits: greater efficiency, less waste, and improved focus on customer value. The author, Dan Markovitz is the founder and owner of TimeBack Management, a consultancy specializing in improving individual and organizational performance through the application of lean concepts.

These concepts will be very familiar to people knowledgeable with continuous improvement and more specifically Lean and Six Sigma. However, you do not have to be a practitioner to understand or read the book. When trade terms are used the authors explains them in simple everyday language without losing a beat. Few people other than Dan could have provided a book of this sort. His experience with Lean coupled with many years of providing guidance on individual performance has given him profound insight. There may be others with his depth of knowledge but few that can transfer it into simple, practical and useable information. I found myself reading a “how to” book like a novel. I had to remind myself more than once to bend a corner or mark a page for future reference.
Dan is also not shy about crediting or highlighting others when it fits the application. He spends time discussing Personal Kanban and how he looks at applying it. My favorite part of the book was the part on living in your calendar versus your inbox. That comment in itself added a few more minutes of productivity to my day. His A3, Value Map and Information 5S were absolutely flawless.
Are you going to get 2 hours a day of time saving tips from the book? I doubt it. What you will get is more productivity and feeling better about what and how you accomplished it. It was my New Year’s Day read and I have picked it up every day since then. Not saying you won’t be able to put it down but at this point it looks that way for me.
Mark Graban on the Lean Blog had a interview with the author, Dan Markovitz that you might enjoy. I did. Dan Markovitz “A Factory of One
Related Information:
The SDCA Cycle Description for a Lean Engagement Team
The Resilience of PDCA
Lean Canvas for Lean EDCA-PDCA-SDCA
Successful Lean teams are iTeams
How to give great service mind map
Posted by: | CommentsEntrepreneurial phenomenon Ari Weinzweig, co-founder of the much-loved Zingerman’s Deli, shares the secrets to providing world-class customer service. Zingerman’s in Ann Arbor, Michigan, is a beloved deli with some of the most loyal clientele around. It has been praised for its products and service in media outlets far and wide, including the New York Times, Men’s Journal, Inc. Magazine, Esquire, Atlantic Monthly, USA Today, and Fast Company. And what started out as a small deli has grown to a flourishing restaurant, catering service, bakery, mail-order operation, creamery, and training business. – says Amazon of the Book
These 2 mind maps were created from the audio version of Zingerman’s Guide to Giving Great Service. I think this book or audio should be part of any employee introduction and would recommend a trip to one of their Deli’s to see if they really walk the walk (Hint: they do). Zingerman’s also offer one of the best mail order catalogs on the planet.
Related Information:
In love with your products more than your customers?
Collection of Mind Maps
The Service-dominant Logic of Marketing: Dialog, Debate, And Directions
The Common Thread of Design Thinking, Service Design and Lean Marketing
Businesses that Die, Die of confusion
Posted by: | CommentsSo to survive, you must prevent confusion? Bill Dettmer of Goal Systems International, Theory of Constraints Expert and upcoming podcast guest recommended a book to me about Systems Thinking. It was Deep Survival: Who Lives, Who Dies, and Why by Laurence Gonzales. At the time it sounded like an odd recommendation but Bill was “spot on” about the book.
It caused me more reflection than any book has in years. One of the particular areas that Laurence described in the book is this state of confusion or of being lost. He said:
Research suggests five general stages in the process of person goes through when lost.
- In the first, you deny that you disorientated and press on with growing urgency, attempting to make your mental map fit what you see.
- In the next stage as you realize that you genuinely lost, the urgency blossoms into a full scale survival emergency. Clear thought becomes impossible and action because frankly, unproductive, even dangerous.
- In the third stage (usually following injury or exhaustion), you expend the chemicals of emotion and form a strategy for finding some place that matches the mental map. (It is a misguided strategy, for there is no such place now: you are lost.)
- In the fourth stage, you deteriorate both rationally and emotionally, as a strategy falls to resolve the conflict.
- In the final stage, as you run out of options and energy, you must become resigned to your plight. Like it or not you must make a new mental map of where you are. You must become Robertson Crusoe or you will die. To survive, you must find yourself. Then it won’t matter where you are.
Psychologists who study the behavior of people, who get lost, report that very few ever backtrack. Though, that is the most reasonable and successful way to survive. Even staying exactly where you are is more prudent than blazing a path forward. However our eyes look forward into real or imagined worlds. The typical impulse of people that become loss is to panic. Why? It is because of the lack of a mental map that matches the environment they are in. If you had a mental map of where you just came from, you would simply turn around and go back to where you started.
Are you thinking recovery is just around the corner? Are things taking longer than expected? Are you scrambling for the next great idea? Is innovation panic? I question sometimes whether innovation is really the strategy for companies to survive during recessionary times. Instituting new mental maps, products or services may make things progressively more unfamiliar and mixed up.
Innovation may not be the key. Scott Berkun in his book Making Things Happen: Mastering Project Management (Theory in Practice (O’Reilly)) devoted a chapter to ‘What to do When Things Go Wrong” and pointed out an eight step process.
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- Calm down: Nothing makes a situation worse than basing your actions on fear, anger, or frustration.
- Evaluate the problem in relation to the project: Just because someone else thinks the sky has fallen doesn’t mean that it has. Is this really a problem at all? Whose problem is it?
- Calm down again: Now that you know something about the problem, you might really get upset (“How could those idiots let happen!?”).
- Get the right people in the room: Any major problem won’t impact you alone. Identify who else is most responsible, knowledgeable, and useful and get them in together straight away.
- Explore alternatives: After answering any questions and clarifying the situation, figure out what your options are.
- Make the simplest plan: Weigh the options, pick the best choice, and make a simple plan. The best available choice is the best available choice, no matter how much it sucks (a crisis is not the time for idealism). The more urgent the issue, the simpler your plan.
- Execute: Make it happen.
- Debrief: After the fire is out, get the right people in the room and generate a list of lessons learned.
Though Scott’s plan is not a cure-all, it emphasizes the need to stay calm and build simple plans. One of the most effective strategies you can do is build value stream maps. Not for the typical Lean reasons or reducing waste but to create a current state map or a mental model for where you are today. I cannot emphasize enough the ability to accept where you are, what resources you have and if you know how you got here, you may be just fine in understanding how to survive.
As Laurence Gonzales states, “If we persist in bending the map until we can no longer deny the evidence of our senses, it can be terrifying. It’s not something that happens immediately. First it’s a sense of disorientation: “I’m not in Kansas anymore. “ Then the words start to become strange, landmarks are no longer familiar.” Do you need innovation to survive? It is one thing if you an innovative company already and have an existing mental map. It is quite another, if one does not exist. You may wake up and find out you’re not in Kansas anymore!
Related Posts:
The Perfect Storm has come together of Excess Capacity and Product Variety
Can you Master Continuous Improvement?
Removing Uncertainty in your Decision Making
Providing Clarity to your Marketing Process
6 Ways to Low Cost Computing
Posted by: | CommentsMost small business owners see information technology as another expense. But what if IT could save your small business money-particularly when it comes to sales and marketing efforts?
Research shows the most popular strategies to saving money include:
- Allowing employees to telecommute (26%).
- Upgrading server infrastructure with the most energy-efficient technology available (16 %).
- Using mobile technology (15 %).
- Conducting live meetings that share resources over the Web such, as presentations (14 %).
"You have to take a hard look at your processes," says Dave Minker, president of CMIT Solutions, an IT consulting firm. "That helps you design a solution that works for you, and helps you realize greater efficiency and organization." Can smarter IT really do that? Yes. Here are six ways that low-cost computing can give your small business a lift:
1. Use what you’ve got. Chances are, the resources you need to start saving money with your technology are right in front of you. "For example, most businesses have Microsoft Office installed," says Neil Moodley, a managing director at FourThirds, a U.K. business consultancy. "That’s a good start. Most, however, could use it much more effectively." If users took the time to learn how to build a simple database in Access that tracks customers and orders or to learn how to export data from Access or Excel into Word for a mail merge or to understanding the features of Outlook to organize time and tasks, they could save lots of time and money. "These all need an hour of effort to learn, but once they are understood, huge piles of paper and binders full of orders can be archived away and processes big and small streamlined," he says.
2. Turn your PCs into phones. Nico McLane, a broadcast media consultant, says she turns to free Web-based services such as Skype or Free Conference to bring clients together and show off her products. "I target ROI on everything I do for myself and my clients," she says. "I use several tools in concert to achieve the exact type of virtual meeting I need to deliver, to educate potential clients on the power of these tools." How much does all of this cost? Usually, nothing, since many of the products offer free trials. This can also save money on travel expenses, since virtual conferences often eliminate the need for in-person meetings. Travel and entertainment costs are typically the second- or third-biggest business expense.
3. Automate processes. Are you still doing invoicing, receiving, purchasing and inventory control the old-fashioned way-by hand? IT can help you automate those processes and save money. Automate your processes as much as possible and trim unnecessary overhead," says Loren Peterson, the vice president of global solutions for MCNi, which develops automation software that works with accounting applications used by small businesses. "The upfront costs are generally recouped with a few months of purchase."
4. Outsource when it makes sense. In most small organizations, there’s usually an employee who is responsible for IT, including office machines, copiers and interactions with the phone company. "The problem is, this person usually has another primary responsibility-the job they were actually hired for," says Brian Rosenfelt of CT Consulting of Independence, a firm that handles outsourcing for small businesses. "As the economy continues to tighten, companies are searching for ways to get more out of their existing employees, but we’ve found that these jack-of-all-trades are spending anywhere from 25% to 75% of their time dealing with [IT related] problems. By shifting resources, allowing your employees to do what they were meant to-and outsourcing the rest to a third party-you can save lots of money.
5. Get rid of obsolete technology. Perhaps the only thing that’s worse than not using IT to help your business save money is trying to use obsolete technology. Take a fax machine, for example. "Get rid of it," says Edith Yeung, who organizes the San Francisco Entrepreneur Meetup, a networking group for Bay Area entrepreneurs. Instead of using the traditional fax machine, check out eFax.com. You can save costs for faxing long distance, and you will also save money on paper and save the environment. The same thing goes for other obsolete technologies such as computer screens that use cathode ray tubes, or old software. These vintage technologies slow down your business and cost money in the form of higher energy bills. Get rid of them and it won’t just speed up your processes; it will save your company serious money.
6. Shift more of your business to the Web. Many small retailers have realized they can target incremental revenues by establishing a Web site to sell from, in addition to their brick-and-mortar store, says Les Cowie, the director of business development for Worldwide Brands, a company that online retailers directly with qualified wholesale suppliers.
But why stop there? Using nothing more than a PC and a broadband connection, your small business can leverage the marketing power of the Internet. Social networking sites such as Facebook, LinkedIn and Twitter let you push sales at virtually no cost to your business. For small businesses, IT isn’t a problem. It’s a solution. By taking advantage of the technology you already have, outsourcing what you shouldn’t be doing, upgrading and rethinking the way your small business uses technology, you can harness the power of low-cost computing for your company.
Used with permission from the Microsoft Small Business Resources. Christopher Elliott writes about business travel and mobile computing, and publishes a weekly travel newsletter .













