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• Resists learning and change.
• Dislikes structure and routine.

Does it best
When it comes to work process optimization, no company is quite like Toyota. The car manufacturer’s
Lean production process, known as “The Toyota Way,” shifted the focus from the utilization of individual
machines to the flow of the product through the total process. The process is underpinned by 14
principles, including the elimination of wasted time and resources, finding low-cost but reliable
alternatives to expensive technology, and holding little or no inventory. But the approach is not just about
the efficiency of the machine setup and the throughput. Toyota has recognized the critical human element
by holding every employee accountable for inspecting quality and for continuous improvement. Since its
full implementation in the 1950s, Lean manufacturing has helped Toyota become the 14th largest
company in the world by revenue. 60, 61, 62

Tips to develop Optimizes work processes

1. Just starting out? Understand how to connect. New in your role? Or maybe you’ve just joined the
organization. There is a lot of evidence that early wins get noticed and it’s the first 90 days that count.
New contributors can be eager to change the way things are done. But before you suggest new
processes, survey what already exists. What are the key responsibilities of your new role? What other
groups and functions does it touch on and how are they connected? What information do you collect,
analyze, and/or provide to others? Where does it come from? Where is it stored or processed? How
is it acted upon? These are the working details of your position. Take time to understand how they
interact with others. Create a process map centered on your role to help you identify opportunities for
process improvement.

2. Not sure where to focus? Start with your customers. Organizations exist to provide products and
services to customers. Even internal functions ultimately impact the customer experience. So it
makes sense to improve process starting with the customer perspective. Many of your processes will
link into those directly relating to customers. You can start internally. Name the functions and people
you support and find out what you can do better. A simple survey is a good start. Or you can go
bigger. Collect data to analyze the customer experience. Where are the most complaints coming
from? What do they like best? What needs to change to serve them better? Dig into the data to
identify root causes and design solutions. There is always something you can do better. If customers
are happy, don’t stop there. What further improvements can be made to increase their satisfaction?
Set things up to provide service and support they didn’t even know they needed.

3. Not a linear thinker? Use process mapping. When it comes to creating and using process, human
beings are wired differently. Some are organized, scheduled, and methodical. They see clearly what
needs to happen to reach a goal—on time and under budget. They plot a step-by-step path and rarely
deviate until they reach the end. Others jump in at the middle and just keep going until they’re done. If
you struggle with laying out a process, mapping can help. A process map provides a visual depiction
of workflow. It can show who is involved, what happens, what needs to happen, and in what order. It
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