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Show 0 Hilluj Tin I Comparison considers pressing project, planning vs. busywork by Col. Michael "MAQ" Maquet TIME MANAGEMENT MATRIX Transformation Director Where do you spend most of your time? The accompanying chart, developed by Franklin Covey, shows that all of our time at work is spent in one of four blocks Urgent and Important or or activities. Many of us spend too much of our time in Block I, the Necessity Block, where we are constantly managing crisis and short notice taskings. None of us like crisis management and having to fight brush fires because it is stressful and out of control, but we often don't know how to get out of this block. The next block that most of us spend lots of time in Block III called the Deception Block. In this block, we deceive ourselves, thinking that we are doing something important because we are meeting a suspense or deadline, but in reality, the activity isn't important to our overall goals. How much time do you spend chasing suspenses or deadlines, or attending meetings, and often not seeing where the answers are going or how or if they are used? The block we spend the next largest amount of time in is Block IV. This is the block labeled Waste, because it is busywork trivial activities that are neither important nor urgent, but we spend time here because it fills up our time when we don't feel like doing something difficult. Finally, Block II is the block we normally spend the least amount of our time in. It is the QualityLeadership Block where we are thinking strategically, and we are planning and empowering our employees to prevent having to manage a crisis. The goals of Process Improvement using Lean Tools, is to Non-Urgen- t, Process Non-Importa- nt Improvement D NOT URGENT URGENT n I eliminate activities in Block IV, Waste, reduce the activities in Block III, the Deception Block, and spend as much of our time as possible in Block II, QualityLeadership activities so we can reduce the crisis in Block I. Planning and prevention are the best ways to avoid a crisis. A good example of this concept was quoted by the "Game of Work" facilitators recently. They mentioned a fire chief whose station was being honored as one of the top 10 stations in the United States for the third straight year. When asked how he was able to win this award so many times, the chief answered, "when the bell goes off, we just failed." Hopefully, we can all recognize that the chief meant that if we spend more of our time in prevention, we can avoid having to manage crisis. The concepts explained by this matrix are identical to the concepts in Process Improvement using lean. They both strive to activities. If you have eliminate waste and reduce some ideas to improve your work area, talk to your supervisor and get involved in a lean effort today. Culture change and lean concepts can help us all The in work more Block II. Call the Transformation Office for help at Ext. nt Z -- CRISIS - Prevention u -- Deadline-Driven - Preparation - Pressing - Planning Problems Meetings, Projects. -- - Relationsliip Building - Empowerment Necessity Hi s hV - Some - 0 - Busywork, Trivia Phone Calls - Irrelevant Mail Interruptions - Some Meetings - - Some Reports - w "Escape Activities" Some Phone Calls WASTE Deception Y-N- Based on a graphic by Franklin Covey Inc. IHIJIHI MMMJ With These Two Guys Working For You... You Can Count on Quality & Value! IUIIIUUIIIMM llll.lll.!H,IJMgH Auto Upholstering TRUSTS VS. 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