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Home Archive for category "Process Improvement" (Page 4)

Now, Discover Your Strengths

In his excellent book, “Now Discover Your Strengths,” author Marcus Buckingham and co-author Donald Clifton discuss the work they did for The Gallup Organization to find out what makes successful people successful.  What do those successful people have in common that makes them high achievers? So they sifted through over two million interviews that Gallup

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“Increased productivity comes from continually identifying areas where you can achieve 80 percent of your results from 20 percent of your efforts.”

Vilfredo Pareto was an early twentieth century Italian economist who gave us the 80/20 rule.  We hear it most commonly used in reference to sales . . . 80 percent of your business comes from 20 percent of your customers.  But the mistake we often make is to spend too much time trying to get

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“The purpose of your organization is to meet customer needs. That’s the game. Profits are the score.”

That’s obvious, isn’t it?  Well, it should be, but we often behave as though our customers must meet our needs.  Think about it.  Do you impose deadlines on your customers to make life easier for you?  Are your pricing schemes aimed at getting customers to buy the way you want them to buy rather than

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“Let people accomplish your objectives their way.”

Where systems or processes are concerned, it really is essential that everybody use them uniformly.  Imagine an assembly line.  Each station on the line must perform its function in a very precise way, each and every time, or stations further down the line won’t be able to do their work.  But for the most part,

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“The best ideas for improving a job come from those who do it every day.”

  Absolutely true.  If you want to know where there is waste in your organization, ask your people.  They know where it is, but they won’t tell you unless you ask. At a medical practice that has a number of offices, we asked the staff for “time wasters”. . . activities that take up a

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“The nicest thing about not planning is that failure always comes as a complete surprise and is not preceded by a period of worry and desperation.”

Many small business owners do not engage in any real, substantive planning activities, even though planning will do more to move the business forward than anything else they can do.  This is often because: a)      they are so busy putting out the fires of today that they don’t have time to worry about tomorrow, or

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