01
Observe
How to Observe a Business
Can you follow the real work before proposing a fix?Follow work, information, decisions, and waiting before proposing a fix.Read WP001 →- Look for
- The described process differs from the process people actually use.
- Avoid assuming
- The visible symptom or newest technology identifies the right intervention.
- Apply it
- Observe one ordinary hour and record touches, decisions, information movement, and waits.
02
Identify
The Dana Box
Can you distinguish the visible symptoms from the limiting step?Identify a system constraint and the queue it creates.Read WP002 →- Look for
- Work cannot continue until one person performs a specific judgment-based step.
- Avoid assuming
- More software, another employee, or generalized delegation automatically removes the bottleneck.
- Apply it
- Map one job end to end and circle the step that only one person can complete.
03
Improve flow
The Whiteboard
Can you protect the constraint and test a measurable operating change?Explain how variability, excess work in progress, and unstable priorities disrupt flow.Read WP005 →- Look for
- Frequent schedule rebuilding creates starts, stops, handoffs, and unfinished work even when staffing is adequate.
- Avoid assuming
- Keeping every person busy and expediting every urgent request maximizes performance.
- Apply it
- Track one recurring period, limit simultaneous priority changes, and compare completions and waits.