I own a service company in Fairfield County. It seems like we go through periods where things are really hectic ”“ like we get caught up in whirlwinds. How do I plan things out so they go more smoothly for me and for my employees?
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Pacing the business can help everyone, from executive to the shop floor. There are several factors to consider. Work flow, amount and duration of internal projects and scheduling are part of the picture. You can also look for blockages and gaps as you try to understand the cycles of your business.
It would be nice if the flow of work in a business was a constant, steady stream. Unfortunately, sometimes it can feel more like turbulent rapids, churning, unpredictable and bumpy. The trick is to find ways to direct the work flow, either by slowing it down or widening the path, both of which I”™ll get to in a minute.
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People, procedures
Start by looking at both personnel and systems. Do you have enough of both? Are your people overloaded all the time, or are they sometimes busy and sometimes looking for things to do. If it”™s the former, then you”™re probably trying to do too much with too little. Consider either bringing on interns, support staff or independent contractors to help free up key people. Look for activities that can be handed off to someone with less skill so people who understand your business can focus on higher levels of contribution.
Look at the systems you”™re using. Are they smooth flowing or glitchy? Is it time for upgrades anywhere? Are the routine functions of the business manual or can they be automated? How well-documented are your procedures and how well does everyone follow them? What”™s the error rate? These are a few of the questions you can ask to look for opportunities to improve and smooth out flow.
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Timing is everything
One of the issues I see many business owners confronting is how to estimate projects. One big trap is figuring that if it takes someone else four weeks, you”™ll be able to get it done in three weeks. In fact, if you”™ve never done something before, or you”™ve never seen your people do something before, double your time estimate. If things get done more quickly, you”™re ahead of the game.
Another trap is figuring something will take less time because you need it to happen in less time. For example, you need a new system installed before a new customer comes on board. Trying to implement a project in less time than needed typically adds to errors, which increases the amount of time needed to complete. Yet too often we underestimate the time needed and overcommit our resources in the hopes everything will go perfectly, only to be disappointed later on. It”™s much better to plan realistically, eliminate the stress on ourselves and our people, and deal with the reality that something is going to take more time than we wish it would.
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There is a way to get a handle on everyone”™s schedule, amount of commitments and potential to take on additional projects. Ask each person to put together a calendar, using a month-at-a-glance format. Look for people to be scheduled at 80 percent to 85 percent capacity, overall, including all projects. This allows them some flex time and allows for handling things that go bump.
Once you understand everyone”™s schedules you can figure out who has room to take on more. Look for people who could benefit from some support, which would free them up to handle more higher-level contributions. Look at the calendar for periodic blockages and open spots ”“ for example, peaks at the beginning of the month and low points mid-month.
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Understanding cycles
Finally, you want to understand the cycles of your business. Most businesses are busier at some times of the year, quieter at others. Knowing this will help you to plan when to work on projects and when to just focus on production. Trying to get new projects launched at the businesses”™ busiest time of the year will be a lot more frustrating than if you can wait and pick a quieter time period. Avoid the temptation to take on too much at once. Reap the rewards of success that come with carefully planning out, and succeeding with, one project, then another.
Remember, there is ebb and flow to every business and every business person”™s calendar. Knowing how that ebb and flow works in your business will help you to better plan and increase results. It will also probably increase employee productivity and loyalty as the stress goes down and as projects are handled in their own good time.
Looking for a good book? Try “Fundamentals of Project Management” by James P. Lewis.
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Andi Gray is president of Strategy Leaders Inc., a business consulting firm that specializes in helping entrepreneurial firms grow. Do you have a question for Andi? Please send it to her, via e-mail at AskAndi@StrategyLeaders.com or by mail to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, NY 10514. She can also be reached by phone at (877) 238-3535.
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