Written by HRP Vice President Tonya Rochette
Do more with less. Work smarter not harder. These phrases are all too common in the workplace today and while well intended, many companies are not looking at overall process in order to help employees put those phrases into action. At the same time, companies understand more and more how HR can play a strategic role in the business - acting as a true business partner. However, with inefficient practices and time consuming practices, finding time to be strategic is difficult.
We have all heard of the Lean management philosophy originating most famously from the Toyota Production System. Lean is all about increasing efficiency and decreasing waste. While this process is often used in manufacturing, these same principles can be applied to any job function, including human resources.
Understanding the three concepts of LEAN process management philosophy is the first step. They include:
- Focusing on process value.
- Improving service throughput.
- Embracing pull systems.
Using Process Value and Mapping
As outlined in the article Lean/Six Sigma frees up HR to become strategic partner, the author states: "any process that doesn't help keep costs and cycle time down, or doesn't contribute to quality, needs to be reconsidered. Inefficient processes cause waste and can introduce errors into the system." By using process value and mapping you can determine whether the HR function is procedure and process heavy.
It is important to examine current processes for the "re's" - repeats, reworks and rechecks. These "re's" add much time and length to the process and don't add a tremendous amount of value. As a team, review each task/process, then ask yourself about the value of each step and determine if it can become more efficient. For example you may find there are too many layers of approval in order to move forward and complete a project/process. By omitting steps in the process you may determine some of those checks and balances are overkill and can be streamlined to speed up the process.
Improving 'Throughput'
Improving the rate of successful message delivery (throughput) involves reviewing the systems and staffing for your processes since both affect the end result.
For example, if you have staff that can handle 50 telephone calls per hour when 100 calls are coming in, doubling your staff won't necessarily solve your problem.
The author states, "It could be that your telephone system cannot handle 100 calls per hour, in which case it wouldn't make sense to add personnel without also upping the system capacity. If you upgrade the system, maybe you can handle the demand by adding only 50 percent more employees."
In HR, perhaps too much time is spent on tasks and taking calls because your systems or processes are not up to par, and one or both need an overhaul, he says. Systems quickly become antiquated or obsolete and need to be upgraded or replaced to meet current and future demands.
Introduce 'Pull' Systems
Pull systems are based on actual customer demand, "linking process and demand cuts out waste that would otherwise result from overproduction. In a service focused department like HR, the objective is to reduce the overall lead time of providing services by reducing things in progress."
For example, by using an Internet-based, self-service employee portal that allows workers to change personal information, sign up for benefits, access policies, procedures, forms, communication tools, and wellness information, you trim the need for human interaction within the HR function while giving employees better service.
By making your HR department, or any department for that matter, "leaner" you will free your staff up to focus on more strategic initiatives that move an organization toward greater business success and profit margins.
