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Task level projects

  • There are usually many different tasks involved within one whole process
  • Usually, the biggest sources of improvement lie not in those tasks but in the waste of (paid) effort spent on unnecessary supply work, which is not RFT, or unwanted demand
  •  We also know that, occasionally, it can make more sense to keep a task team idle rather than have it produce more for stock when there’s no more demand for it, say
  •  And we’ve recognised that there’s often little point reducing, never mind optimising, the time taken per task if it makes virtually no difference to an overall ‘order cycle time’
  •  But that does not mean that productivity at task level doesn’t matter
  •  Why so?
  •  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
  • Hence, 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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