In our journey of continuous improvement, sometimes the most revealing insights come from simply asking “why?” Let me share a simple story that emerged during a Lean Six Sigma Green Belt Gate Review we conducted this week, which perfectly illustrates this principle.
One of our candidates discovered something so simple during their improvement project: a daily upload process that had been performed religiously for two years was, in fact, completely unnecessary. The finance team had ceased using the system two years prior, yet the uploads continued.
While it is a clear example of “muda” (waste), it also reveals something quite sinister beneath the surface of almost every process in every company: no one understands what is done and/or why certain activities are performed. We have simply forgotten to ask our teams or perhaps other departments why we are doing something in the first instance.
We are following blindly, repeating what was done before, because that is the way it’s always been.
This discovery highlights several critical lessons about organisational transformation:
- The Hidden Cost of Assumptions
What makes this story particularly powerful is how it illuminates the cost of unquestioned processes. For 730 days, someone dedicated time and effort to a task that added zero value. In Lean terms, this represents pure waste, not just in time, but in system resources and opportunity cost. It’s also depressing! - The Value Chain
This discovery emerged during a systematic review of the value chain, a core principle in the Lean methodology. By mapping out processes and following the data flow, we can identify disconnects between what we think is valuable and what delivers value. - Breaking the “We’ve Always Done It This Way” Mindset
This case exemplifies why curiosity and questioning the status quo are crucial elements of continuous improvement. The daily upload continued not because it was necessary, but because it was habitual.
Connecting to Yesterday’s Theme: The Language of Change:
This story ties to our previous discussion about the language of change. Notice how differently this situation might be approached depending on the language used:
Traditional Approach: “Someone made a mistake by not stopping the uploads.”
Lean Language: “We’ve discovered an improvement opportunity in our process flow.”
Key Takeaways for Organisations:
- Regular Value Stream Mapping and Thinking: Systematically review processes to ensure they still serve their intended purpose.
- Cross-Functional Communication: Establish regular touchpoints between departments to ensure alignment – what are we doing and why, and how can we improve
- Challenge Assumptions: Foster a culture where questioning the status quo is not only permitted but also encouraged
Call to Action: At a department level:
What processes in your organisation might benefit from a fresh look? When was the last time you mapped your value stream and questioned each step? Share your thoughts and experiences below.
Call to Action: At an individual level:
Stop and ask constantly: What value are you creating right now, and for whom? If you are not sure, go and ask the customer of the process. You may be surprised how many times you realise that you are simply being a busy fool.
Remember: Sometimes the most significant improvements don’t come from adding new processes, but from eliminating unnecessary ones. Simple.
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