Doing More with Less: Operations Productivity and Efficiency - June 22, 2007
“Do more with less.” It’s an everyday mandate in the business world – but one that can leave us scratching our heads, asking “How?” or “Where do I start?”
Large corporations often hire outside consultants to focus on streamlining operations and improving productivity. Smaller companies don’t have the resources for such engagements – but companies of every size can see the bottom line impact from productivity gains. On June 22, the IU Kelley School of Business and the Greater Indianapolis Chamber of Commerce co-hosted a Main Street Institute seminar that provided simple strategies for getting maximum results with minimum waste.
“Doing More with Less – Operations Productivity and Efficiency” was led by Kelley’s Associate Dean Roger Schmenner, a widely-published expert on operations management issues. While Schmenner’s research often focuses on manufacturing, the Main Street workshop focused on basic rules and strategies designed to increase productivity in any workplace, from the retail counter to the factory floor.
“Every business can become more productive. But, it’s not simply a matter of investing in more equipment or IT. It’s more about a mentality to bring to the operation,” said Schmenner.
Schmenner’s presentation focused on the real drivers for productivity. And, happily, for small- and medium-sized business, they have nothing to do with scale. Rather, Schmenner talked about his Theory of Swift, Even Flow which deals with reducing variation – quality, quantities or timing – and reducing throughput time – how long it takes for something to move through the process.
“Productivity isn’t about rushing around, motivating employees to do the same tasks faster,” said Schmenner. “It’s more helpful to consider the old story of the tortoise and the hare – think about steady output, eliminating unnecessary steps, having things ‘once in motion, always in motion,’ and then eventually winning the race.”
The “Doing More with Less” seminar attracted approximately 40 attendees; everyone who provided feedback ranked the session as “very good” or “excellent.” Some attendees hoped for more time to delve into the topic in greater detail, and several asked for additional programs on similar topics, like Six Sigma and lean process programs. This input will be taken into account as the 2008 Main Street Institute calendar is finalized.
