Operation Improvement Inc.

The “Elon Musk” DOGE approach is relying on a couple of rapid improvement secrets that we have used for years.

Here’s a big one: Don’t trust the existing “as-is” reporting. Begin with independent, direct, read-only access to the source databases relevant to the scope of work.

Actionable information is frequently hidden in the roll-up of raw data to dashboard summaries. Be prepared to rebuild fresh management views of the operation.

We have often seen well-intended and wrong “KPIs/SLAs/MBOs” where better scores track with worse results. Incentivizing wrong behavior means that greater effort may result in better numbers on the scoreboard while simultaneously producing worse outcomes.

To get an improvement initiative started in manufacturing: start with raw process and product data, quality and warranty returns, production and scheduling, and process flows. Go out into the operation and observe/collect any missing data manually (sampling judiciously) if necessary.

To get started in a service business: tap directly into the historical and real-time phone and CRM databases and any resource systems agents and front-line workers use to support clients. Listen to calls in the call center. 

Observe the “as-is” to see how past problems and workarounds have created less-than-optimum business processes. (There is always a reason that people do the things they do in an operation. Find both real and imagined reasons for why things “are the way they are”.)

Then, work with small teams of front-line workers, supervisors and managers. Start with a blank sheet – then build and test a new process to stream in when it’s ready to replace the legacy.

Ad-hoc teams formed from resources present in the existing operation have always kept our consulting footprint small. This approach generated enthusiasm for change and created a “base camp” in the organization to promote learning, teaching, sharing and improvement.