No Process? No Improvement.

I had the wonderful opportunity to teach on everything-processes at Ground Crew’s workshop: “Operationalizing Your Dirt Business.”

Here are some snippets I shared with the 30-40 heavy civil contractors.

All improvements are changes. But not all changes are improvements.

Mr. Ohno said it plainly and not too much else needs to be said.

Unfortunately, what happens is that when an issue arises leaders make decisions to change. To do something different.

To make a change isn’t unreasonable. It’s a part of entrepreneurship. When you think entrepreneur, think new business.

But a budding entrepreneur should eventually mature and acquire the disciplined skills of a proper operator to take a process-oriented approach.

To stabilize and scale their existing business.

It’s not a new business anymore. And changes to an existing business can be destructive; haphazard.

The alternative? An improvement. A measured approach to intentionally reduce waste and variation in a documented standard process.

Improvement starts with observation and ends with application. In the middle? Interpretation.

Observation → Interpretation → Application

This is a simple 3-step process that every leader would benefit from executing.

Break it down like this…

• Observation is the most important practice in this process. The key to improving a process starts with seeing what’s holding it back. And what’s holding it back is waste. Step 1 — Recognize waste through observation.

• Interpretation is the next step. This is where we answer “what is the significance, or impact, of this observation?” Is the waste observed an example of one-off variation? Or is it systematically embedded into the work being observed. In either scenario, an improvement is ripe for the picking. But the specificity, or type, of improvement will differ depending on the root cause. Step 2 — Understand the root cause of the waste.

• Application is last. Skipping to this step will result in busy work: ineffective change and disruption causing even more variation. But dutifully following these 3-step process will make this step simple and easy. Recognize the waste, understand the cause, and create or improve a standard process to negate the root. Step 3 — Implement an improvement by creating or updating a documented standard process.

Bonus: when improving any process, focus 80% of your resources (time, energy, money, etc.) in observation, 15% in interpretation, and 5% in application.

Which is lacking: tools, materials, or information?

Oftentimes, when waste is present the process is lacking a key component as an input. Here are some examples of what that might look like

• A fleet of dump trucks shows up ready to haul dirt, but the gravel for stabilization hasn’t arrived. The trucks sit idle, burning fuel and racking up standby costs.

• A laborer is assigned to dig footings but didn’t bring a laser level. Now, the crew has to manually check and adjust depths, slowing down production and increasing the risk of rework.

• A grading crew starts cutting a pad based on outdated plans. Later, they find out the elevations changed. Now they have to regrade, wasting time, fuel, and labor.

All of these real-world examples are rampant with waste. Wide-open opportunities for process improvement.

Whenever waste is present ask yourself, “What’s missing?” Tools, materials, or information?

Answering this question could direct you to where a process might be improved upon.

There are simple and routine processes that, when practiced consistently, will form a culture of operational excellence as a byproduct.

For my readers who are in the heavy civil construction, excavation, utilities, grading, dirt work, etc., industries…

I’ve put together a program to help you master the skills to operationalize your business.

How’s it work? Simple:

• 60-minute training sessions, twice per month

• Daily check-ins for feedback and refinement

If this program sounds like it might be of interest to you, click here to book a call and learn more.