Office Management 2010 Series

People, Processes and Profitability

March 11, 2010

OPTIMIZING OPERATIONSHow Can We Tell If We Are Doing Well?

• Admit multitasking is bad • Most of us didn't grow up watching TV, typing out instant

messages and doing homework all at the same time

• Do the most important thing first • Morning dash

• Know when you work best • Manage your schedule to keep your best time free for your most

important work

• Make it easy to get started • Some people start bad, others don’t know how to finish

• Organize your to-do list every day • If you don't know what you should be doing, how can you

manage your time to do it?

• Dare to be slow • Remember that a good time manager actually responds to some

things more slowly than a bad time manager would

Time Management

• Work Flow Analysis– Identify all major roles– Identify all minor roles

• Determine the major components of each role

• Determine the minor components of each role

– What is the optimal performance measure for each role?

– Are there any gaps/barriers to optimal performance?

– Can these measures be clearly communicated?

– Can any of these roles be combined?

– Can any of these roles be reduced or eliminated with technology?

– Reengineer the work flow

1. The most straightforward kind of checklist is the task list: a step-by-step recital of standard operating procedures that must be followed in the correct order

2. A close relative of the task list is the troubleshooting list. Something goes wrong; what steps do you take to find out what it is and correct it?

3. At a construction site in Boston, Gawande encounters what is defined as a coordination list. You have an extremely complicated endeavor that no one person can fully understand, so you set up procedures that force the various specialists involved to consult each other on a regular basis.

4. Gawande describes several investment managers who use checklists to make sure they always follow certain steps before putting money into a company. This is a discipline list.

5. The most common sort of checklist is one that Gawande doesn't discuss at all, the to-do list. This is an entirely personal list, meant to be revised monthly or weekly or daily.

The Checklist ManifestoAtul GawandeBrigham and Women’s Hospital

•DO THE MATH• Look at percentages rather than dollars and cents

•ANALAYZE YOUR SERVICE/SERVICES•Sounds Great and Allowables are Great!

•Are we getting paid? •TARGET VARIABLE COSTS

•Marketing•Printing•Staffing agencies•Cell Phones/Pagers

•PHASE IN FIXED COST REDUCTIONS•Service contracts•Equipment lease•Cable •Benefits

•QUESTION EVERYTHING •Look at your expenses. •Ask yourself how each expense adds value to your organization. •How does it contribute to your bottom line? •What are some alternatives? •Is there a cheaper/better/faster way of getting something done?

•CONSTANTLY MONITOR COSTS •Don't go into cost cutting mode only when the economy falters and then walk away•Avoid the soothing relief of your short-term goals•Always keep an eye on your financials•Always look for ways to reduce costs

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