A last study which I want to share (I have to stop at some stage as there are endless ones to talk about) is a machine utilisation study. This is especially interesting in a manufacturing environment where clients normally want to make sure that machines are running non-stop so that they get a higher return on investment.
The consultant, normally whilst observing a production supervisor on the shopfloor, also has a look at a selected set of machines. He checks every 5 minutes whether those machines are running, not running, broke down, or being repaired. On a pie chart afterwards one can see the utilisation degree on that very day.
Saturday, 7 March 2009
Friday, 6 March 2009
Supervisory Behaviour Profiles
In case you run around with a supervisor for a day, you would normally do your DILO with him and then fill in a Supervisory Behaviour Profile in which you rate the supervisor according to the "8 Supervisory Behaviours".
I always forget some. Let's see if I manage by heart:
Gives negative feedback
Gives positive feedback
Reports
Gives help
Solves problems
Follows up
Makes assignments
Gives directions
Errr, I got 3... (slightly blushing now). The rest I had to look up. But hey, it has been years...
Each behaviour must be ranked on a scale from 1 to 5, against some classifications. It shows nicely the level of supervision, that there is a training need, and that only "active supervisors" can ensure an efficient operation.
That's an easy study and does not take too much time. A consultant likes them, hardly anybody knows them though.
I always forget some. Let's see if I manage by heart:
Gives negative feedback
Gives positive feedback
Reports
Gives help
Solves problems
Follows up
Makes assignments
Gives directions
Errr, I got 3... (slightly blushing now). The rest I had to look up. But hey, it has been years...
Each behaviour must be ranked on a scale from 1 to 5, against some classifications. It shows nicely the level of supervision, that there is a training need, and that only "active supervisors" can ensure an efficient operation.
That's an easy study and does not take too much time. A consultant likes them, hardly anybody knows them though.
Thursday, 5 March 2009
Interviews
Those are the easiest studies, but watch out, they need to be done by an experienced consultant.
Whatever the client says in those interviews it is only an experienced consultant who can then drill deeply enough to get to the core of any problem arising. Those interviews feed the analyst with verbal evidence to prove his story which he will come up with when selling a project.
Interviews are normally standardised and can be found in any Business Review tool kit. Interview questions in a sales environment are different from ones in production for example.
Of course, interviews must be typed in afterwards and printed nicely so that they can be used as study and evidence.
An interview would last about 45 mins, typing, printing, sticking together another 45 mins.
Whatever the client says in those interviews it is only an experienced consultant who can then drill deeply enough to get to the core of any problem arising. Those interviews feed the analyst with verbal evidence to prove his story which he will come up with when selling a project.
Interviews are normally standardised and can be found in any Business Review tool kit. Interview questions in a sales environment are different from ones in production for example.
Of course, interviews must be typed in afterwards and printed nicely so that they can be used as study and evidence.
An interview would last about 45 mins, typing, printing, sticking together another 45 mins.
Wednesday, 4 March 2009
Brown Papers
Brown Papers are another study undertaken by the consultants.
Brown Papers during the analysis phase are different ones from the ones during a project. The ones from an analysis are not that detailed (unless it is done by a very inexperienced consultant who wants to kill himself by overdetailing it when time is precious).
The name comes from the brown packing and wrapping paper which is used as "wallpaper" to depict the main processes and stick all the paperwork on it which is being used in that process.
The client's people from all sorts of departments are commenting in special brown paper sessions and stick critique notes on it. The consultants also critique it. Another study is done where the weaknesses of a company are shown and potential for improvement is being made visible.
(For an example, a training brown paper (during a project though) can be seen in an older entry, around mid-February sometime). This photo on this entry is not from an analysis, but my first project. It shows what I am talking about.
Tuesday, 3 March 2009
DILO
A couple of studies now so that one sees what I am talking about.
A must on every analysis is a DILO (Day In Life Of). The consultant is going to spend a whole working day with someone. This could be a sales representative, a clerk in an office, a factory supervisor, any manager, a customer service representative, a book-keeper, anyone.
What a consultant does is the following: During that day he records EVERY SINGLE MINUTE what this person does. The consultant writes down something like that: "09.35 - 09.37, received phone call. It was about a customer complaint which could not be resolved. 09.37 - 09.41, went online and checked personal e-mail and cleared spam filter.... In the background another colleague smokes a cigarette and hides behind a big plant"
Basically, everything must be recorded; what the observed person does, what is happening in the background, anything.
After the observation the consultants types everything into a template, minute by minute and classifies the activities. In the above example the first one would be productive work, the second one non-productive. Everything is colour coded and the result is a pie-chart of how much time is spent productive and how much is non-productive.
For supervisors are other classifications possible, also for sales people.
Those studies are printed, stuck together that a whole day can be seen on one huge document. The cigarette comment will be used by the analyst to tell the story how much time was wasted during the day and how much time can be saved in case of a project...
A must on every analysis is a DILO (Day In Life Of). The consultant is going to spend a whole working day with someone. This could be a sales representative, a clerk in an office, a factory supervisor, any manager, a customer service representative, a book-keeper, anyone.
What a consultant does is the following: During that day he records EVERY SINGLE MINUTE what this person does. The consultant writes down something like that: "09.35 - 09.37, received phone call. It was about a customer complaint which could not be resolved. 09.37 - 09.41, went online and checked personal e-mail and cleared spam filter.... In the background another colleague smokes a cigarette and hides behind a big plant"
Basically, everything must be recorded; what the observed person does, what is happening in the background, anything.
After the observation the consultants types everything into a template, minute by minute and classifies the activities. In the above example the first one would be productive work, the second one non-productive. Everything is colour coded and the result is a pie-chart of how much time is spent productive and how much is non-productive.
For supervisors are other classifications possible, also for sales people.
Those studies are printed, stuck together that a whole day can be seen on one huge document. The cigarette comment will be used by the analyst to tell the story how much time was wasted during the day and how much time can be saved in case of a project...
Monday, 2 March 2009
Business Reviews (3)
Now what is so stressful during those 2 weeks?
In week 1 the workload is up to 20 hours per day nonstop. Every day a consultant probably does 3 or 4 studies. They can be done simultaneously sometimes. But every study taken during a day must be finished on that very day, too. So, say, you accompany someone for a day (8 hours) you need to invest further 4 or 5 hours of typing in your findings into a template. Then you have to type in all those other studies, too, the analyst wants a meeting with you and discuss your findings.
In case the client works in shifts, the consultants have to do studies during night shifts, too, and probably be present during the day for further studies.
On the other, the analyst is constantly under pressure. The client on the one side, but his own boss on the other who probably bombards him with phone calls. I have seen quite some analyst who sniffed his nose suspiciously during those business reviews and client meetings...
The worst is sleep deprivation. Normally on a Thursday most consultants are so sick and tired of it that they fake results just to get some sleep. The team spirit can be down the drain, too. Just imagine the worst case scenario - the analyst on a little snow trip, consultants on alcohol and deprived from their sleep, fattening food like pizza or something with fries for comforting reasons, etc... F U N !!!
Week 2 is generally better. The amount of studies goes down. It is now the analyst who gets the worst stress attacks since he has to sell, and the project director who has to come up with a project plan.
In week 1 the workload is up to 20 hours per day nonstop. Every day a consultant probably does 3 or 4 studies. They can be done simultaneously sometimes. But every study taken during a day must be finished on that very day, too. So, say, you accompany someone for a day (8 hours) you need to invest further 4 or 5 hours of typing in your findings into a template. Then you have to type in all those other studies, too, the analyst wants a meeting with you and discuss your findings.
In case the client works in shifts, the consultants have to do studies during night shifts, too, and probably be present during the day for further studies.
On the other, the analyst is constantly under pressure. The client on the one side, but his own boss on the other who probably bombards him with phone calls. I have seen quite some analyst who sniffed his nose suspiciously during those business reviews and client meetings...
The worst is sleep deprivation. Normally on a Thursday most consultants are so sick and tired of it that they fake results just to get some sleep. The team spirit can be down the drain, too. Just imagine the worst case scenario - the analyst on a little snow trip, consultants on alcohol and deprived from their sleep, fattening food like pizza or something with fries for comforting reasons, etc... F U N !!!
Week 2 is generally better. The amount of studies goes down. It is now the analyst who gets the worst stress attacks since he has to sell, and the project director who has to come up with a project plan.
Sunday, 1 March 2009
Business Reviews (2)
So what is the concept of an analysis which would last ideally for 2 weeks?
Week 1, Sunday: Consultants arrive, briefing in the hotel about the client and the sales effort so far.
Week 1, Monday: Kick-off meeting with the client, plant tour, consultants get introduced to client's managers, consultants make appointments with them.
Week 1, Tuesday: Consultants undertake studies.
Week 1, Wednesday: Consultants undertake studies.
Week 1, Thursday: Consultants undertake studies, the analyst pre-presents first findings.
Week 1, Friday: Consultants undertake studies and are about to die and curse the analyst....
Week 2, Sunday: Travelling to client's site, briefing in the hotel.
Week 2, Monday: Consultants undertake studies, project director and analyst work on project themes according to the weaknesses found.
Week 2, Tuesday: Consultants undertake final studies, tentative project plan is being developed. Analyst has another pre-present meeting with the top client.
Week 2, Wednesday: Analyst concludes with savings potential, calculations are being made how many consultants can be applied and how long the project should last.
Week 2, Thursday: Final presentation to the client.
Week 2, Friday: Hopefully a go-ahead and the project can start on Monday next...
Throughout week 2 the project manager and director must be very vigilant that the analyst does not over-sell and savings cannot be reached. Ooooops, yes, we have all been there!!!
Week 1, Sunday: Consultants arrive, briefing in the hotel about the client and the sales effort so far.
Week 1, Monday: Kick-off meeting with the client, plant tour, consultants get introduced to client's managers, consultants make appointments with them.
Week 1, Tuesday: Consultants undertake studies.
Week 1, Wednesday: Consultants undertake studies.
Week 1, Thursday: Consultants undertake studies, the analyst pre-presents first findings.
Week 1, Friday: Consultants undertake studies and are about to die and curse the analyst....
Week 2, Sunday: Travelling to client's site, briefing in the hotel.
Week 2, Monday: Consultants undertake studies, project director and analyst work on project themes according to the weaknesses found.
Week 2, Tuesday: Consultants undertake final studies, tentative project plan is being developed. Analyst has another pre-present meeting with the top client.
Week 2, Wednesday: Analyst concludes with savings potential, calculations are being made how many consultants can be applied and how long the project should last.
Week 2, Thursday: Final presentation to the client.
Week 2, Friday: Hopefully a go-ahead and the project can start on Monday next...
Throughout week 2 the project manager and director must be very vigilant that the analyst does not over-sell and savings cannot be reached. Ooooops, yes, we have all been there!!!
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