Author: Mabel Hawkins

How To Improve Effectiveness Focused On Added Value

We will define value-added activities as all those that result in something for which the client is willing to pay. That is, they are the tasks that help us to obtain / provide our product directly, resulting in an appreciable transformation desired by the client, thus increasing the perceived value.

In contrast, we have non-value-added activities, which are those with results for which the client is not willing to pay. This type of activity is often called waste, and we can classify it into two large groups.

Types of waste that threaten the effectiveness of the processes

Necessary waste

It refers to all those activities that we cannot avoid, even though they are not generating value for our clients. Some examples are: inventory control, internal transportation and administrative tasks.

Pure waste

Associated with all the tasks that do not generate value and that we could avoid if we improve our processes. Some examples are: inspections, delays and re-processes.

Process effectiveness improvement application case

Attention to the public in a construction trade

Next, we are going to tell you a real case, in which one of our clients raised the need to redesign his business processes to improve the quality of customer service (he received complaints because the waits were very long), and in turn be able to make better use of the available time of your collaborators. He observed that while some were always very busy, others had idle time and could not help with other tasks.

Process description

Certainly the process is relatively simple, where customers entered a sales room where they pulled out a number and waited to be served. Once they were called by one of the vendors, they inquired about the desired products and a budget was drawn up.

If the customer decided to make the purchase, the invoice was printed and taken to the cashier, where a cashier made the payment. Once this stage was completed, the client went to the warehouse to deliver the shipment and waited for his order to be prepared. Finally, the customer entered the dispatch area with his vehicle and the merchandise was loaded.

To analyze this process, a time recording was made and an analytical course chart was drawn up, two tools that we will develop in future deliveries. The result can be seen in the table, where we see a summary of activities, responsible parties and their classification as value-added tasks or waste.…

Without An Office, How Can We Train And Develop Our Employees Of The Future?

During the weeks and now months of working from home, we were able to take stock of our expectations for the work environment. During this long experience of telecommuting, many of us realized that it was possible to work from home. We even got to enjoy telecommuting, or at least some of its aspects. vs. For me, there is no doubt that the Covid-19 will bring a significant change in the way we work and in our workplaces, a change that was arguably already underway, but which has now accelerated, and to a pace.

This of course has consequences for office spaces. Many have predicted its potential demise when it becomes surplus to needs. Many also sought ardently to defend it and put forward innovation, purpose, energy, talent, well-being, empowerment and strengthening culture. They all touched a sore spot with me, however, of course I don’t need to convince you of the value of an office.

All of these reasons are undoubtedly valid to justify the future need for an office for a business. But for me, there is one point that has often been forgotten when we talk nostalgically about our old office, and that is the ability to train and develop our staff and the collaborators of the future. Without an office, what to do?

You can highlight training programs and e-learning courses that lead to graduation, but in my opinion, little can replace being able to learn on the job from those who surround you. I joined Savills in 2011 as we emerged from the last recession, and have never stopped learning since, mostly in the office or in meetings with my colleagues and clients. During the lockdown, this was one of the most difficult aspects. How can we continue to develop our employees and our teams when we work remotely? It’s not that easy to have these spontaneous conversations or questions with a colleague or manager,

Personal growth and career development are essential parts of our growth and progression and we know that they are especially important for the younger generation who want to learn from those around them. Without spending some time in the office together, it is much more difficult to benefit from this absorption of information, advice and opinions from our colleagues.

The way we work has changed, but the need to learn and interact with others is something that will always be present. Returning to the office last week, I realized that I have never been so excited about the future of the workplace. The ability to create large workspaces for people and businesses, where they can learn, engage and grow, which is balanced by a flexible home / remote work strategy, makes the future of work very exciting.

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