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Task level

  • There are usually many different tasks which form one whole process
  • We’ve considered process productivity improvement and seen that, usually, the biggest sources for improvements lie not in those tasks but in the waste of (paid) effort spent on unwanted demand or unnecessary work
  •  We know that, occasionally, it can make more sense to keep a task team idle than have it produce more for stock when there’s no more demand, say
  •  And we’ve recognised that there’s little point reducing, never mind optimising the time per task if it makes virtually no difference to an overall ‘order cycle time’
  •  But does that mean that productivity at task level doesn’t matter – that task managers needn’t bother?
  •  No – it does matter, and they must
  •  But why?
  •  Because:
    • Some tasks cost a lot to complete, so any improvement could be useful
    • Some are on the process’s critical path and, if not ready to receive or supply work, will delay all others and have a major impact on the overall order cycle time
    • Some do less or work slower than expected, and so reduce overall capacity
    • Some may produce a high % of rework or rejects, further reducing overall process capacity and increasing costs
  • There’s many approach options available to improve task level productivity – some are more likely than others to produce the results required




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