ORGANIZATION/PROCESS/JOBDESIGN:GUIDELINES1.Organizearoundoutcomes,notactivities.·Outcomesarecritical.·Activitiesareonlyameanstoanend.·Designingfromperspectiveofactivitieswillatbestonlyleadtoprocesssimplification.2.Hidenon-valueaddedactivitiesfromthecustomer,internalaswellasexternal·Makeorganizationeasytodobusinesswith.·We'llnevergetitperfect,butwhyshouldourcustomersknow.3.Buildinandinspectqualityatthesource.·Qualityispartofthejobinthatitdoesnotcountas"finished"unlessitmeetsthestandard.·Separatequalityinspectors(supervisors,managers,etc.)thatdonotaddvalueareawasteoftime.·Reworkischeaperifdonealongthewayasopposedtogettingtotheendandstartingover.4.Makedecisionsascloseaspossibletothedecisionpoint.·Timebetweentheneedforadecisionandwhenthedecisionismadestopstheworks,thusincreasingcosts.·Theclassicdirection:Pushitdown.·Ask:Whatdoesthemanager/auditdepartment/HRdepartment/etc.knowtomakethembetterqualifiedtomakethedecision?5.Communicate,decide,andproblemsolveacrossfunctionsatthelevelsthataredirectlyinvolved.·Goingtothetopofboth"silos"isawasteoftime,akeycostdriver.·Thoseatthetopoftheorganizationknowlessaboutthesituation.·Peersshouldusetheirsuperiorsforcounsel,experienceandadvice,butnosurrogatedecisionmakers.·Communicationthatgoesuponesideanddowntheotherhaspotentiallymorechancesfordistortion.6.Designwhole,completetaskstobeperformedbyasingleperson.·Wholetasksincreaseemployeemotivationandownership.·Wholetasksmakeaccountabilityforresultseasier.·Wholetasksminimizehand-offsandoverlaps.7.Minimizethenumberofhand-offsintheprocess.·Hand-offstaketimeanddonotaddvaluetotheprocess.·Mostprocessproblemsarerelatedtohand-offs.·Mosthand-offsareplacedinthequeue,increasingthelapsetimefortheprocess.8.Informationshouldbeprocessedbythepersonwhousesitwheneverpossible.·Usersgavemoreinsightintothedatawhentheyprocessit.·Thisgivesvisibilitytotheuserofthecost(time,effort,expense)ofprocessingthedata,thusadecisionquicklyonitsvalue.·Thisisakeyareawheretechnologyopensentirelynewpossibilities.9.Buildperformancemeasurementsintothejobitself.·Peopledowhatisunexpected,notwhatisexpected.·Feedback,evaluationandcorrectiveactionarepartofthejob,nottheresponsibilitiesofanotherjob.10.Designintrinsicmotivationintothejob.·Donotrelyonextrinsicmotivatorsentirely.Besides,intrinsicmotivationisfarmorepowerful.·Intrinsicmotivationreducestheneedforcontrolprocessors(overhead).11.Buildfeedbacktotheindividualintothejobitselfwherepossible.·Givethepersonknowledgeofresultsasoftenandasfastaspossible.·Questionwhyanyone(manager)shouldreceiveandpassonthefeedbackvs.theemployeegettingitfromthesource.12.Leveragetasksdowntheorganizationasfaraspossible.·Converteveryone'stimetodollarstogivevisibilitytothecostofthetask.·Leveragingdownleadstojobenrichmentforthelowerlevelemployee.·Leveragedecisionmakingalongwiththework(seepart4).13.Minimizereportsproducedforsomeoneelsethatarenotneededbythepersondoingthejob.·Ifthepersondoesnotneedit,whydoessomeoneelse?·Ifitiscritical,itshouldbeincludedintheemployee'soperatingmeasures(seepart9).14.Eliminatenon-workingtimeintheprocess.·Drivedifferencebetweenlapsetimefortheprocessvs.actualworkingtimetowardzero.·Idletimeiswastedcost.·Starterlapsetimesincreaseresponsivenessandflexibility.15.Questioneveryredundancyinthedesign.·Someredundanciesarethecostofachievingmoreimportantresults.·As...
