Hi, guys. Welcome to quick hits, Extra processing. I'm Catherine MacGyver, and today we're going to identify the waste of extra processing.
All right, guys, this is it.
When we're looking at our downtime. Where on the e. This is the last of the eight deadly waste on from here. We'll move into five s and R D make projects.
All right, So what is extra? Processing?
Extra processing is addictive.
It's enticing. It's very easy to justify. The definition of it is extra or excessive. Processing is doing more work than is needed to meet the customer's requirements. So if your customer wants an apple, um,
and that's all they need to be
satisfied. So a happy customer when you slice up the apple and individually wrapped each slice in, um, cling wrap so that they can eat the apple at their leisure, it's extra processing. It's over and above what that client needs to be happy. They would be content with
Um, the reason why I say extra processing is addictive is if you guys have ever heard the phrase word Smith thing. I'll be really candid. I've done a lot of that working on the the slides for this course. But when you articulate your position, um,
and you do the analysis that's needed. But then you go back and you tweak and you change the colors and you use your thesaurus and change what words were looking at. This is extra processing. It doesn't fundamentally change or provide value to the recipient. It's just tweaking. Um,
is a huge one that comes up in this where it the message itself doesn't change. But we go back and we write and we rewrite and we change. That is all considered extra processing.
It can be caused by excessive reports. So if you need tohave multiple reports that tell you the same thing another thing, that extra processing shows up a little bit in and we'll touch on a little bit later on in this course is vanity metrics. So this idea that
when you have a metric so an organizational goals, something that you are measuring yourself against,
um, you want it to be actionable. You want to be able to do something with that information once you have it. If you can't and it's just a number because we like numbers, that's excessive reporting that is a form of extra processing multiples approved, multiple approvals needed. This is
where I approve something. And then my boss has to approve something, and then
their bosses has to approve something, and you start seeing that none of this provides value and it doesn't change the outcome. We talked quite a bit about poor communication. This actually is more related to expectations. So we talk about what is it that the customers actually need, um, over designed processes. This one is one that
I really like to talk about and think about because I think that it's it's one that we become so
addicted to. This idea of processing for processes sake. We start adding in these layers of bureaucracy and these added steps, and we justify them in our mind as to why it is that this is important. Um,
so then we start overthinking things. I have seen it quite a bit when I worked with organizations that had a user, ah, user experience, a user interface team where they really wanted to just think a lot about stuff and make things that were super cool and way more than the customer needed remember
and Six Sigma teachers a lot about the elegance and simplicity over design processes or the opposite of simplicity and therefore the opposite of elegance. Misunderstanding customer needs that goes back to poor communication. So what exactly does the customer want? Does your customer just want an apple that is
fresh and good? Or does your customer want an apple that has been sliced up and packaged
so they don't have to slice it up and package it? So understanding those, um,
we talk quite a bit about how to resolve ex excessive processing. My answer's gonna be You just gotta stop. So we talk about standard I processes, so we do the same work the same way. So we when we do our standardized processes and when we go back to standard
work. So if you remember tak time, cycle time,
those sorts of things. That's one of the areas where excessive processes can be resolved in empowered employees, so not needing as many not needing as much oversight, either by training or by purely empowering them. Elimination of bureaucracy. So
excuse me, the TPS reports from Office Space Classic example of over processing making three copies of it. Now you have overproduction and over processing, but eliminating excessive documents, sign offs, meetings. These are all examples of over processing where you are doing
more than is required to do your job.
So when we talk about over processing, I actually I want to give you one of my examples, which was one of the times in my career that I actually was gonna be fired. So we talk about over processing as an addictive habit, like once you start doing it, you can't stop. We talk about wordsmithing. So when I started working for the Worth
working with a telecom company,
one of the things that I noticed a cz I was walking around their their offices is they had giant stacks of reports that magically appeared over the weekend. And I mean, like, biggest stocks.
And I was trying to figure out I'm like, What are these reports? What do we do with, um, so ended up going to the analysis team on their business analytics team and has to play
guys like there are stacks of paper reports. I mean, come on, this is post 2000. We can do better than that. Um What is it?
Nobody knows their reports that have been built on over the years. We want to report this. Let's report this. And rather than acknowledging if this is a one and done like we're going to do a one time analysis and then not revisited, they just kept revisiting it. So where I thought that I was going to be fired is I actually told the analytics team
stop printing the reports. Just see what happens. Leave a no on everyone's desk. If they are desperate for this report, they can come talk to Katherine.
And it was eye opening for the organization because it took six weeks for somebody to come and ask me whether report was and when I asked him, Hey, what's going on with this report? Will I need this to do my job?
No, actually, you don't. It's been six weeks since I turned off reporting, but my point with all of this is
stop. You can just stop. And it's hard because you build up these expectations of all of these things. You know, if you think about
if you think about even the waste is you build up to it. These we build these in as part of the justification for our job. In part of the reasons that we do our processes, all of the eight wastes interact with each other. Extra processing is one where we
create a story and her mind of what the customers need.
But when we talk through, where do we gather our customer requirements? It shows up in overproduction. It shows up in inventory. We start talking about transportation and is the stuff where it needs to be. And we talk about defects. What is a defect in the customer's mind? They can be resolved. So
those are the eight deadly waste that's extra processing or over processing excessive processing. Actually, as it were, our next module up is five us, and that will wrap up quick hits for you guys. Thank you.