Just because you designed it, does not mean that it's the best that it can be.
Take the North American P51 Mustang (p =pursuit (Army Airforce) or a fighter {f = navy} internal petty politics is nothing new).
The design was new in a period of rapid technological advancement, going from 112 mph (180 kph) top speed cotton and string bags in 1916, run with castor oil as a lubricant (for the engine and some unluckily pilots). To the aerodynamically clean Mustang at 384 mph (618 kph), a hot rod of the 1940's, 26 years later.
The Mustang I was a low down and dirty machine at its best. Then a team over here, took the design from over there and said, "let's put our better engine in it and improve the view out", creating the Merlin powered Mustang, transforming the hot rod into a rocket ship.
Then came the age of the helicopters, Britain played with a few designs but has mostly brought American idea's and built them over here.
The first big upgrade came with the Westland Whirlwind (aka Sikorsky Chickasaw), these were originally fitted with great big radial piston engines (a radial is where the cylinders are in a circle like a clock face). Then some UK engineer pointed out that a Gnome Turboshaft (Jet engine) would take up less space, add about 130%-140% more power and weigh less.
Ironically, the Gnome engine used was a GE (American) design built under licence in the UK.
The UK moved onto the Wessex (aka Sikorsky Choctaw), again the big P&W American piston radial was taken out and a "little" Napier Gazelle, jet turboshaft stuck in its place. The power output was similar, but the Gazelle weighed much less.
If you look at these improvement projects, none of them are just a pull out and stick a new one back in its place. Lots interconnected systems need to be changed for it to work.
Every opportunity for improvement needs to be thought about and the flow up and down stream understood, image you are going to change a process in your business. Say how purchase orders are raised.
Now think of the flow of time around the process in your business as being similar to the flow of lubricants & fuel to an engine. Too little and you'll either seize the engine solid or not have enough power when you need it.
Too much, you'll flood the engine and stall it, or if it's too much castor oil flood the cockpit, not the aim of the game.
When I work with businesses to lead a transformation programme the first activity is a holistic audit to understand the big picture impact of what's involved, designing out problems from the beginning.
If you need a hand to drive efficiency, accept your design can be upgraded and get more out of the existing operation, bruce@soe-projects.co.uk
Transforming the purchase order process for one client has saved over 28,000 of labour a year and took 6 months (part time) from start to finish.
if you focus only on the Priorities, the important things never will get done
5molooks great