Get Lean in 10 minutes

Posted on January 31, 2012 by | Leave a comment

Lean is one of those management buzzwords that many people like to use but few really understand beyond the basic common sense concept of becoming more efficient by removing waste in all its dastardly forms.  Therefore, if you’re interested in learning about Lean as an approach to efficiency either to use in your life as a graduate consultant or perhaps keen to impress during an interview, then read this article.  Otherwise go do something else, fatty.

What is Lean?

Lean is about removing waste and increasing value. 

Waste is any human activity which absorbs resources but creates no value.

There are typically 7 types of waste:

  1. Defects – making something with errors which requires rectification
  2. Overproduction – making things which no one wants
  3. Unnecessary processing steps – doing things which don’t add value
  4. Movement of employees – staff having to travel around
  5. Transport of goods – moving something from one place to another without purpose
  6. Waiting – people waiting for something to be done before they can act
  7. Pointlessness – providing something which doesn’t fulfil customer needs

The japanese word for waste is muda.

Lean thinking seeks to address waste by applying 5 key principles.  These are explained below, but before diving in, a word about something called the Lean Enterprise.  (Jean luc Pacard is not at the helm)

The thing that sets Lean apart from general process mapping and business process re-engineering is that it seeks to focus on the product and everything that goes in to making the product (or delivering the service).  Therefore, it goes beyond departments and individual companies becuase in today’s world, the value stream is fragmented, different companies are involved in one product; you rarely find one company doing everything from raw material to finished product delivered to your door.  So, after getting the overview of Lean by reading about the 5 key principles, it’s worth doing a bit more reading to really get to grips with the idea of the Lean Enterprise.

Without further ado, I give to you, the 5 tenets of Lean:

  1. Specify value
  2. Identify the value stream
  3. Flow
  4. Pull
  5. Perfection

1. Specify value

Understand what the customer really wants.  Value in business starts and ends with the customer.  Take this article for example, who is the customer? You, the reader.  So what do you want? An easy to read informative article that keeps you, the ‘customer’, engaged.  I don’t want War and Peace, nor do I want a haiku in Italian.  I could become super efficient at churning out haiku’s in Italian, but my ‘customers’ don’t want that.  Find out what’s truly valued then work at producing it in the most efficient way possible.

2. Identify the value stream

Now that I know what value is: an easy to read informative article that keeps the ‘customer’ engaged, I need to identify all the activities involved in producing this product.  

 

Activities in the value stream fall into 1 of 3 categories:

  1. Stuff i do which adds or creates value
  2. Stuff i do which adds no value
  3. Stuff i do which needs to be done but doesn’t add value, i.e. because of regulation such as reporting your activities to a regulator

 Once I do this, I can then begin to realise some efficiencies.  Annihilate type 2 activities immediately, think about improving type 3 activties and work your proverbials off to focus on type 1 activities.

3. Flow

Step 3 is now all about arranging those activities identified from step 2 into the best sequence possible.  Think about when you’re ‘in the zone’ and time slows down and everything works perfectly, words are flowing onto the page with ease while you write your best essay, you’re solving puzzles, you’re potting pool balls with ease, you’re owning a video game, you’re just invincible.  This is flow. 

Both quitting and winning are undesirable outcomes when you’re in this state because you’re enjoying the act of productivity.  You’re operating at the edge of your limits.  Anything that disrupts this flow is bad.  It could be a phone call or a fire alarm which jolts you out of your heightened state of concentration.

Translate this into the world of business.  You want to have this product produced with minimal disruption which might come from waiting time or a defect you need to correct.  In the example of writing this article, as in the value stream map, I’ve re-configured the steps so that I move straight into writing the article after planning and do this in the same location.  Thereby cutting out the ‘travel time’ wastage and encouraging flow.

Arrange your value stream activities in a way that encourages the optimum flow right from the very beginnings of a product to the final piece delivered to the customer.

4. Pull

Once your value adding activities are lined up in the best sequence, you now need to think about putting in place mechanisms which allow a customer to ‘pull’ a product from you.  A customer should order something, which then triggers the series of activities which lead to the production of the product and its eventual delivery.  All action should be ‘pulled’ by the customer. 

(Get your coat luv….)

 

A great example of pull is Dell’s machine ordering system: you log on, you make your PC or laptop which then triggers the assembly, which requires part A, which needs to be shipped from location B, which is bought from company C.  If the customer doesn’t order the PC, company B don’t buy the part from company C.  Simple.

5. Perfection

So now you have a very efficient, lean organisation.  Activities are visible and it’s clear what you do to make something.  Now everyone is empowered to improve the way they work with knowledge of the end-to-end process. The removal of waste should be ruthless and unceasing.

Benefits

  • less inventory/ stock which means less floorspace and therefore reduced storage/ property costs
  • Fewer defects because products are made in flow
  • Less rework because products are made right first time
  • Quicker lead times, i.e. the time between a customer ordering something and getting something is reduced

Background (if you’re interested)

Lean was conceived by a bunch of people working at Toyota in Japan after world war II.  At this time, the prevailing thinking was to achieve efficiency through mass production by automating large machines to produce lots of parts which are then assembled and delivered to the customer.  This was the batch and queue system, where one part was produced in a batch and stored until it was needed.  The machine would then be changed over to produce another batch of parts which in turn was stored until needed.  This was thought to be fine because machines were unwieldy and people thought it would take too long to keep changing a machine to produce different parts.  Efficiency was then all about developing machines to produce as many parts as possible as quickly as possible.  But this leads to many of the 7 inefficiencies mentioned above.

Get Leaner – further reading

Ok, so you now know more about Lean than you did 10mins ago.  If you’d like to get to grips with Lean even more and have slightly longer than 10mins, I would recommend the following:

                                                    


 

 

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Part I The Big Society and Consulting

Posted on February 14, 2011 by | Leave a comment

This is all the rage at the moment; it’s very trendy to talk about the Big Society because it’s one of those government policies that one can very easily form an opinion about, as to whether this is an informed, perfunctory or completely misinformed opinion is an entirely different matter. Having fired off a few synapses in the old cerebellum, I feel compelled to share my limited wisdom on the subject and provide a keen consulting perspective as always.

The Big Society unfortunately acronymonised to BS, is [and let's be brazenly simple here] about the devolution of control and responsibility for the management and delivery of public services from the centre to the locality. Oh yes, it’s the old localised versus centralised argument [one would therefore not be wrong in referencing the similarity of agreed NHS changes around empowering or burdenning, depending on your persuasion, GPs with budgetary powers].

The BS is about doing more with less, drawing on the private and voluntary sector to help deliver public services.

The difficulty is that although local councils are given greater degrees of autonomy, the delivery of public services is beginning to fragment as libraries come to be managed by volunteer groups, waste management is outsourced to private sector companies, adult social care is delivered by primary care trusts and so on until all council services will find cost-effectiveness in being outsourced or palmed off to other groups and organisations. Council’s will be nothing more than contract management hubs with decreasing levels of control on how services are delivered to residents. Of course, this is an extreme scenario.

The BS also has potentially great benefits in its ethos of engendering residents to take a more active role in controling the way their services are delivered unto them. However, sceptics say this is simply DC’s way of painting deep funding cuts in more subtle tones, pastels even. Nevertheless, local government faces a steep and arduous battle to drive out efficiencies and savings if they are to survive the wildly flailing scythe of DC and still maintain crucial frontline services such as Children’s and Adult’s services. The only way they’re going to do this is TRANSFORMATION. Enter, consultants.

Part II Addressing the pain in local government, coming soon.

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An Introduction to Workshops

Posted on October 17, 2010 by | Leave a comment

Where stuff happens…

There are certain things young consultants are and will soon be expected to do, both in order to necessarily pull their weight and to drive their development. Participating in and facilitating workshops is one such activity. Firstly, workshops are incredibly common and everyone seems to be involved in them at some point or other; so what the devil are they exactly?

workshop |ˈwərkˌ sh äp|

noun
1 a room or building in which goods are manufactured or repaired.
2 a meeting at which a group of people engage in intensive discussion and activity on a particular subject or project.

There are normally very few power tools involved if any, however, flip charts, marker pens, post-it notes, blue tack and various forms of paper typically abound. Naturally, some are more creative than others. At this point, I will venture forth my experience from a current project in which I have been privy to a swathe of workshops:

A) Designing a centralised administration function across a local council

The purpose of these workshops were to engage staff and get them thinking about current inefficiencies and issues around admin. These sessions, involved brainstorming exercises and discussion, where staff thoughts and ideas were captured. The next logical set of workshops looked at gathering as much information from staff as possible around what admin tasks they do and to capture the detail around them. Subsequent sessions involved exercises to engage staff in defining preliminary designs of how such a centralised admin service might look and work.

Key objectives and outcomes could be described as:

  1. Gaining engagement and generating enthusiasm from staff for the project
  2. Gathering information/ data around current ways of working
  3. Utilising local knowledge to develop fit-for-purpose solutions and the ultimate service design
  4. Consequence: A solution and service that staff want and will genuinely benefit from

B) Mapping processes

This type of workshop is arguably the most common, often referred to as a ‘brown paper exercise’ purely because large rolls of brown paper are stuck up on the wall and peppered with post-its/ scribbles in order to map out business processes. Again, heavily involving client staff.

Sometimes, the information captured in this work shop may not be sufficient so subsequent workshops are needed in addition possibly to follow-up exercises such as Observational Studies and requesting management information etc. which I’ll talk about at another juncture perhaps.

Of course, depending on what you want to achieve, there are various flavours of workshop to be enjoyed and savoured. Then again, they can be incredibly grueling and quite horrific in execution due to the unpredictability of human nature. Hopefully this has given you a brief taste so you have a vague scent of what you might be getting into. The next installment will discuss my experience of actually facilitating a workshop, drawing on tips and advice from those more capable than I on how to do this sort of thing properly and effectively.

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Top Team Phrases for the Group Exercise…

Posted on July 31, 2010 by | Leave a comment

…And Beyond. Because the team exercise is key, here are some phrases to get you thinking about what kind of impression you want to communicate and how to display strong teamwork skills:

  • We have 15 mins to cover these objectives, how best should we tackle this?
  • Should we spend a couple minutes individually and then come back together?
  • I wonder if this is the best way…?
  • Let’s leave that till later
  • In the interest of time, let’s see if we can press on (we can come back to this later perhaps)
  • How about we spend 5 mins on working through/ thinking about…?
  • Let’s concentrate on…
  • It would be helpful if…
  • Andrew did you have something to add?
  • Sorry, I didn’t quite understand that, could you elaborate
  • Ok, so the key points are… does everyone agree?

Just some thoughts to get you started. Check out the group exercises page here for some more tips and also feel free to add your thoughts below. Go team.

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Questioning your Interviewer – Guidelines + Qs.

Posted on May 15, 2010 by | Leave a comment

There are two types of interviewer in this world: HR and The Business. These are two distinctly different people. They typically come from different spheres of interest.

Grasping this notion will allow you to pose appropriate questions at appropriate moments that will both provide you with as much pertinent information as is needed to make a career decision and help you further engage with your interviewers and assessors.

Why is asking questions important?

Astute questioning not only conveys a keen interest and mental curiosity but also demonstrates, however seemingly unnoticeable, an ability to understand how to interact with your interviewer. Some may clock onto this and some may not, but to elucidate, think about what you as a graduate might be tasked to do or even think about what consultants generally do.

They interact with clients and often have to gather information and requirements from various stakeholders each with their own issues, styles and agendas. It is therefore paramount that the right kind of questions are posed and in the right manner depending on who is being interviewed; you wouldn’t ask a techie person about finance stuff and you wouldn’t ask a finance person about techie stuff, at least not in the same way.

Therefore, think about what kind of impression you create by asking irrelevant or imprecise questions; a Partner will not be impressed by a question about holidays or how expenses works. Sure you won’t be rejected just because of this and some may not even bat an eyelid, but it makes sense to bear this in mind as there is an opportunity here to add to an overall great impression by asking good questions, which is simply too easy to pass up.

So what is HR interested in?

HR is usually somewhat divorced from the business. I apologise to those HR functions, resource managers etc. who are very much embedded in their businesses, but typically, questions about culture, day-to-day work activities, working styles, business strategy etc. should be saved for a consultant. HR is likely to regurgitate the info on the website.

Instead, questions around how graduates and consultants get resourced onto projects, salaries, expenses, benefits, logistics and practical matters are far more relevant. Also feel free to probe into the recruitment process: how many positions they have, how many have they filled, do they have a lot of people in process.

-An interesting curve ball is to ask also about why people leave the organisation [HR often conduct exit interviews]-

And the Business?

Funnily enough, this is your opportunity to ask anything relating to the business: working culture/ style; long-term vision; market position; recent projects and client work; why they joined the company; what keeps them there; where they see themselves in 3/5/10 years time; what they don’t like about the company etc.

-don’t be afraid to turn some of the questions posed to you, back on to the interviewer-

Any final questions?

Sometimes, before moving on to broader questioning, it is worth asking if the interviewer now has enough information to make a decision or if there were any areas or competencies they would find it helpful to revisit. Phrased differently, you can ask if they have any concerns about your performance at this stage that you might be able to address. A further spin might be, whether the interviewer has any concerns about your ability to do well at this company.

You might get prompted to provide more evidence or dispel an impression, but sometimes you may just get the ‘that’s fine, I’ve got all the info I need to process and evaluate’ stock answer.

In Summary:

  • Consider who the interviewer is and what their domain is, ie. know your audience
  • Ask relevant and interesting questions
  • The quality of the question will determine the quality of the answer and therefore the impression you create
  • Be precise and confident, not flimsy and lackadaisical in your questioning
  • A good question is an opportunity to be memorable and outshine the competition
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Competency Corner – Commercial Awareness

Posted on May 15, 2010 by | Leave a comment

A Little Knowledge goes a Long Way

A significant part of business rests on the notion of credibility. Credibility then leads to trust which leads to deals and ends in riches. Although you will need to exercise some social aptitude in winning over your interviewer on a personal level, the main thrust of this article concerns itself with how to establish credibility through commercial acumen and how to tackle the often onerous task of research.

In recruitment parlance, this is the Commercial Awareness competency.

1-3 hours spent researching a company and current affairs is mandatory for interview success. But although this may seem like a fruitless and maybe even futile endeavour as there is simply too much to know, there are some guidelines which can be followed to make this genuinely effective and efficient.

The Company

  • Many consultancies have quite complex organisation structures. Know the main services offered. Simplify them and don’t bother drilling down into the numerous sub-divisions (unless you’re applying specifically to one specialism). A quick sketch will suffice to order your thoughts and make it stick.
  • Jot down some client names and client examples of projects – the detail is usually unnecessary. 5mins spent memorising 5 client names and project types (outsourcing/ shared services programme/ IT implementation etc.) will be very impressive when rapidly regurgitated. Make sure you know at least one project in some detail to cover if you’re asked to elaborate.
  • Find out how the company is doing, whether they have ambitious growth plans or have made any sales or acquisitions lately. Search for the firm in one of the news sites, BBC or Times Online etc. Also have a look at consulting news.

Current Affairs

  • Consultancies tend to have a couple current business concerns/ issues highlighted on their home page. Skim through these. You now have a good overview of the current commercial landscape. Use these as an anchor for your broader reading.
  • The Times Online is a wonderful resource. The ‘need to know’ heat map is quite useful too. Skim the titles to develop a broad picture and formulate some generic phrases to summarise eg. The Financial services sector, specifically retail banking is still quite volatile [insert headline - for eg. RBS is blah blah blah].
  • Make sure you know at least one major news story in detail. A merger or acquisition is usually a good candidate for healthy discussion in interviews where you’re asked to talk about this kind of thing, as you may then be asked to suggest how xyz consultancy could help.

You’ve spent a couple hours doing research, now try and group all the info and headings into themes or sectors or big issues. You’ll be surprised at how learned you come across when you produce the fruits of your research in an interview.

A couple news articles and some neat packaging is all you need to create a credible impression. Initially of course.

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It Helps to be Good with Names

Posted on April 18, 2010 by | Leave a comment

Using someone’s name is arguably the easiest and most basic means of initiating a relationship and establishing a rapport. The sooner you use someone’s name and the more often you use it initially, the quicker you break through the fundamental fog of unfamiliarity such that strangers rapidly become acquaintances and acquaintances potentially become friends.

I often expect people to not remember my name, perhaps because it’s not a conventional one or sadly because I’m not especially memorable or a bit of both, so when someone who I’ve just met supplements a question or prefigures some snippet of conversation by using my name, I naturally warm to them. Maybe I even feel obliged to reciprocate. I’m fairly certain, or rather hope that this feeling is not utterly unique and peculiar to myself revealing some sort of low self-esteem insecurity.

Therefore, as I mention under tips in ‘Group Exercises’, when you’re thrown into an assessment centre or group situation where a familiar face is often lacking, take real stock of people’s names and use them. The warmth will flow and you’ll feel more comfortable for it. I can’t make people necessarily remember my name and use it, but by knowing and using others’ I almost feel like I’m establishing a bond whether they like it or not which ultimately contributes to a feeling of ease and familiarity which hopefully translates to confidence.

In addition to creating that rapport, from an external perspective, if you are using people’s names assessors are more likely to adopt an impression of you that leans readily towards a team player, a facilitator and someone who quickly builds relationships; especially if you’re confidently using 4+ people’s names in a group exercise when you only met them an hour ago. If everyone’s bandying names about, then great, this is a confident and comfortable team. If you’re the only one putting names to faces, then you’re a strong confident binding agent. Obviously, using names is only one aspect amidst all the other great team-working skills, but it is nevertheless a simple and very effective ‘tool’ that’s just too easy to leave unused.

But I’m rubbish with names!

Yes, because you choose to be rubbish with names. I used to be rubbish with names. The one change I made, was to make a conscious effort to remember names. Simple. Too often you’re worried about saying your name or shaking hands that you completely blank out the other person’s. Just by concentrating on the person’s name, you’re likely to remember it. Try also repeating it as soon as you hear it. Maybe write it down. Use it when you ask that person a question. Repeating the name 2-3 times within a short space of time, you stand a better chance of remembering it as it typically logs itself quite nicely in your mind from then on.

So don’t neglect the simple power of using someone’s name. Just don’t overdo it and don’t take any liberties with nicknames unless given permission.

[As always, please share your thoughts]

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Dealing with Rejection – 3 Easy Steps

Posted on March 30, 2010 by | 3 Comments

You will be rejected. The worst thing you can do is just accept the fact and shrug it off. You need to confront the rejection and own it. Once you recognise your weaknesses and shortcomings you will then be able to positively address any gaps or weak points in your knowledge, experience, skills and technique.

Phase 1 – Ego Recovery

Although it is far easier said than done, you need to deal with rejection and move on as quickly as possible. Half a day to a full day seems to work for me during which time I do something to take me away from the whole affair – a few rounds of modern warfare on the PS3/ gym time/ food all seem to do the trick. Once you’ve calmed down and rediscovered your self-worth, it’s then time to analyze and improve – attack refreshed.

Phase 2 – Gather Feedback

Always take the opportunity to gather feedback even if you were successful. What did you do particularly well and were there any areas that you could improve upon. If you contact someone from HR over the phone, be sure to probe them on their feedback. If they say you lacked problem solving experience, ask for specifics: was it a poor example, what were they looking for etc. Ask them how you can improve.

Phase 3 – Keep Notes

Finally, you must meticulously record your experience and the feedback that accompanies your performance. After 3 months of intense job-hunting I had compiled a small pukka pad of notes around competency questions, company info, case studies, team exercises and tips for improving my performance. It may be tougher to confront your rejection rather than brashly shrug it off and forget about it, but when you’re preparing for your 5th interview you will sorely regret not having made those notes.

Just remember, failure is a necessary stop on the path to success:

“I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot, and I missed. I have failed over and over and over again in my life. And that is why I succeed.”
– Michael Jordan

Source: Famous Failures

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The Power Tie – With great power comes…

Posted on March 26, 2010 by | 2 Comments

Great Responsibility.

The power tie. Typically a solid colour, plain or with mild patterning. Said to be a sign of immense confidence and even virility, endowing its wearer with the ability to command respect and attention. Find the right tie and the rest will follow.

The colours tend to be red or blue though a striking yellow or gold can work equally well, coupled with a crisp white shirt. George Bush and Obama have favoured the light blue in recent times though both have opted for a deep rich red on occasion. Two extremely powerful men who have and are set to do very profound things.

However, the majority of us will be taking weekends in the country rather than taking countries in the weekend so lets look at exactly what a power tie does and when it should be used. The power tie, is meant to be perhaps the business equivalent to a peacock’s plume – subtly dazzling confidently, making a presence felt and oozing professional confidence. However, it is arguably more about how this bold understated display of power harnessed and controlled in a neatly constructed manner can make the wearer feel as opposed to what effect it has on those transfixed within its sphere of influence.

Theoretically, when equipped with a power tie you can complete any task that calls for confidence, impact, authority and assertion. For example, delivering an explosive presentation, commanding a meeting or blitzing an interview.

So, should you invest in one? Definitely.

(One time I actually changed a punctured tyre without a jack while wearing my power tie…)

I’ve got the power! (tie)

Just make sure you don’t burn it out. Only use when needed.

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Interview = Client Meeting + Consultative Selling

Posted on March 25, 2010 by | Leave a comment

Beyond Reaction

Don’t come away feeling like you weren’t able to show your best. Treat the interview as you would potentially approach a client meeting, cold-call or sales pitch. Have a clear idea of what you want to achieve and what you want to demonstrate to the interviewer that will make them want your product, you.

As a recruitment consultant coaching and guiding experienced professionals for interviews with the Big 4 especially, I would often tell them not to rely on being asked the right questions but rather react accordingly and aim to have two or three main examples or anecdotes or selling points that you want to leave the interviewer with knowing regardless, so that the dreaded feeling of ‘yeh it went ok, but I’m not sure if I really had a chance to impress them’ is averted.

Indeed, sometimes the sentiment post interview is so indistinct and inconclusive that feedback from a candidate struggles to get beyond ‘it went ok, yeh it was fine, it went ok’. At least even a ‘it was a grilling, I was really under pressure and I’m not sure it went so good’ is preferable to the devastating mediocrity of ‘ok’.

Too many times I’ve had this feedback and indeed felt this myself after interviews where things have progressed smoothly enough and there were no big cock-ups or faux-pas yet there is a feeling of emptiness and dissatisfaction that persists. Maybe it’s because the interviewer didn’t ask challenging or sufficiently probing questions or perhaps because one’s answers were too narrow and lacked depth.

Especially within consulting and arguably more towards the higher end of recruitment, interviews are often about sussing people out, understanding how they work and what kind of person they are and whether they will fit in and be a real ‘value-add proposition’. [This was a favoured stock phrase of a colleague of mine].

It is not enough to be responsive; act with initiative

You almost need to treat the interview as a client meeting and the interviewer as a potential client (minus the flip-chart or powerpoint). This means three things:

  1. that you’ve researched the company and know exactly what competencies and attitudes they’re looking for; if you have spoken to contacts or employees, then you may also know what really impresses them
  2. you have compiled examples from your experience that emphatically demonstrate these sought-after qualities
  3. you know exactly what your strongest areas are, relevant to the competencies and whittled down to 2-4 points, that you will aim to communicate during the meeting

Eg. I list my strengths as: building strong relationships; communication; team-work and problem solving. So when a question like, what can you bring to the company, or what are your strengths comes up, that’s an ideal place to tick some very important boxes easily.

In order to sell well, don’t be afraid to regurgitate your in-depth knowledge of the company in preparation for the delivery of a relevant and precise competency answer. This is ideal for questions around why you want to work for xyz or why consulting etc. Sometimes a client needs to be reminded about what they want or what they’ve said on their website so that when you give it to them it’s all the more pertinent. For example: from my research into xyz it’s clear that you place a keen emphasis on client relationships and this is something I’ve greatly enjoyed in my previous roles where I’ve delivered to various stakeholders and built relationships with a diverse array of people at all levels, therefore this is an extremely appealing aspect etc etc.

Finally, NEVER go into an interview or an answer half-heartedly. You need to sell passionately because PASSION SELLS. And above all, be confident and KNOW WHAT YOU’RE SELLING.

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