Efficiency And Prioritization Techniques

Table of Contents

• Time Management
• Collaboration and Teamwork
• Planning and Preparation
• Simplification and Focus
• Task Prioritization
• Continuous Improvement
• Overcoming Complexity
• Execution and Implementation
• Innovation and Creativity
• Other

Time Management

If we cannot maximize time that requires little effort to convert, how then can we maximize other resources that require complex machinery?

If I went to the mall immediately and got a new sheet, then the chore wouldn’t have time to gather weight. Once a task goes on the to-do list it settles in, grows roots—the trick is to preëmpt that.

People who have fully prepared always save time. Albert Einstein was right to teach that if he is given six hours to chop down a tree, he would spend the first four sharpening the axes. When you are done with your action plans, work will be easier!

Once the wheels were in motion and the full resources of the team were engaged in that highest priority effort, I could then determine the next priority, focus the team’s efforts there, and then move on to the next priority.

Take great comfort in knowing that ALL great feats are accomplished one small step at a time.

It's the task that's never started that's more tiresome.

The shortest way to do many things is to do only one thing at once.

The shortest way to do many things is to do one at a time.

It’s the task that’s never started that’s more tiresome.

One step at a time, one task at a time.

You cannot reduce the complexity of a given task beyond a certain point. Once you’ve reached that point, you can only shift the burden around.

Collaboration and Teamwork

You can't do it better without teamwork.

You really have to pay attention, because merging requires two things. It requires your being a good driver, being conscientious, but it also requires the other drivers to work with you.

My brother and I are always trying to figure out a way to work again together.

You can either have one guy lifting a billion pounds by himself, and it takes many years of planning and preparation - or you can have a billion people, each lifting one pound, and it takes a mere moment. This is the power of unity.

I don't believe in just ordering people to do things. You have to sort of grab an oar and row with them.

Yeah, improvising only really works 100% when you're with somebody.

When you collaborate, you have to be willing to scrap a lot.

Anytime you don't have to put people in the middle, you get a better process.

Integrating everyone at different levels has been a challenge, but it's not insurmountable.

You can’t direct without a good crew.

It takes two to make a thing go right.

Planning and Preparation

. . . install a tracking system--free of judgment or guilt--that you use just to record how you're doing, on a constant basis. In Tibetan this tracking system is known as tundruk, or "six times a day;" we call it a six-time book. If you follow this system, you'll get results.

People who have fully prepared always save time. Albert Einstein was right to teach that if he is given six hours to chop down a tree, he would spend the first four sharpening the axes. When you are done with your action plans, work will be easier!

I tell people to start implementing when they are pretty sure there aren't more important stories out there. An iteration's worth of data is worth months of speculation.

You have to make one thing a priority and achieve balance that way, rather than trying to do everything all at once.

The finest eloquence is that which gets things done.

A little bit of something beats a lot of nothing. Break the largest of difficult tasks into the smallest of steps and it can be done.

Breaking tasks down into smaller sub-tasks can be very useful.

Simplify the task. Continually look for faster, better, easier ways to get the job done.

If the process of keeping an area organized is hard, then you will not want to do it. The task will be easier to accomplish if you keep it simple.

If you want to create something great and do it faster than the competition, you need to be action oriented.

It's hard work to make a four-minute program look effortless and elegant.

No matter how carefully you plan it, there are times when you suddenly find yourself a committee of one, in charge of lifting the entire world with a lever.

Simplification and Focus

Just because everyone else does, it doesn't mean you have to. Break the repetitive cycle and excel beyond the norm.

So for any new checklist created from scratch, you have to pick the type that makes the most sense for the situation.The checklist cannot be lengthy. A rule of thumb some use is to keep it to between five and nine items, which is the limit of working memory.

A little bit of something beats a lot of nothing. Break the largest of difficult tasks into the smallest of steps and it can be done.

Put the uncommon effort into the common task... make it large by doing it in a great way.

I've got an efficiency and a guerrilla approach ... plus a unique synergy where everything I do helps everything else because it's overlapping.

If the process of keeping an area organized is hard, then you will not want to do it. The task will be easier to accomplish if you keep it simple.

You cannot reduce the complexity of a given task beyond a certain point. Once you’ve reached that point, you can only shift the burden around.

There are no short cuts. If you want to do something special, there’s a serious price to pay. There’s no way around it.

It's confusing because there are multiple ways to do high def and there's no industry standard. I wish it were a clearer, more user- friendly situation. There are so many options and creative ways.

I think a super-long course would almost be a little too much.

There is one single thread binding my way together...the way of the Master consists in doing one's best...that is all.

Task Prioritization

Once the wheels were in motion and the full resources of the team were engaged in that highest priority effort, I could then determine the next priority, focus the team’s efforts there, and then move on to the next priority.

You have to make one thing a priority and achieve balance that way, rather than trying to do everything all at once.

Put the uncommon effort into the common task... make it large by doing it in a great way.

The shortest way to do many things is to do only one thing at once.

The shortest way to do many things is to do one at a time.

If you want to create something great and do it faster than the competition, you need to be action oriented.

Shelving hard decisions is the least ethical course.

I tell people to start implementing when they are pretty sure there aren’t more important stories out there. An iteration’s worth of data is worth months of speculation.

The best way to do the job, Polanyi argued, was to allow each worker to keep track of what every other worker was doing.

I’d much rather do one or two takes of one thing and then see how it goes.

One step at a time, one task at a time.

Take great comfort in knowing that ALL great feats are accomplished one small step at a time.

Continuous Improvement

be smart, but don’t outsmart the process andlook for shortcuts

Creative geniuses redefine the desired solution. They don't just push the envelope; they create a whole new courier system.

Taxing is an easy business. Any projector can contrive new impositions; any bungler can add to the old; but is it altogether wise to have no other bounds to your impositions than the patience of those who are to bear them?

If you do it all at once, it's cheaper.

What's really complex about it is you're going to have to do allocations you've never had to do before.

Breaking tasks down into smaller sub-tasks can be very useful.

Simplify the task. Continually look for faster, better, easier ways to get the job done.

If you have coordination everywhere but in the warehouse or factory, you haven't achieved very much.

If you want to create something great and do it faster than the competition, you need to be action oriented.

Anything is grand if it’s done on a large enough scale.

You must be able to handle a variety of move orders during the first 5-6 moves – otherwise you’ll find yourself ‘tricked’ time and time again.

You cannot reduce the complexity of a given task beyond a certain point. Once you’ve reached that point, you can only shift the burden around.

Overcoming Complexity

It is, of course, necessary to have rules and procedures if we wish to accomplish large and complex tasks, but the question of whether or not it is worth the cost must be perennially re-examined. (117)

I’m grasping with how you do something on a large scale with multiple operations and not have quality decrease,

The trick was to have the complexity in the background, but with an intuitive interface.

If you're doing a large, complicated character with radio controls, it might take a number of people several months to make it and if you're talking about a quick little hand puppet, it could be made in 2 days, so there's enormous range there, and no real easy generalities.

They are complicated and will demand all of my time, because the second has to be better than the first and the third has to be the best of all.

What's really complex about it is you're going to have to do allocations you've never had to do before.

Taking your first title is much more complicated and more difficult; it takes years of work - from go-kart to Formula One. The second comes more easily, because you've already got the experience.

For this level of complexity, this is standard in order to get everyone on the same page.

You cannot reduce the complexity of a given task beyond a certain point. Once you’ve reached that point, you can only shift the burden around.

As we watched the work progress, it became clear that this job was more complicated than this one contractor could accomplish.

You cannot reduce the complexity of a given task beyond a certain point. Once you’ve reached that point, you can only shift the burden around.

There are no short cuts. If you want to do something special, there’s a serious price to pay. There’s no way around it.

Execution and Implementation

One of the best mental disciplines for people to implement is simply putting together a schedule or a task list and actually executing it.

I was quite surprised how easily people wanted to pigeonhole things I've done.

Over the years I learned that you can have it all - just not at the same time.

It takes a little doing to get everything organized.

At any one time, I'll have 30 to 40 pieces going on in the studio, so this is not economically driven at all.

Anything is grand if it's done on a large enough scale.

It only takes one extra something! To get you to where you trying to get to!

Well, you can’t improvise story, which is a fact. If you could, the budget would be insane.

At the curiosity stage we are really only making two large piles: keep and discard.

You must be able to handle a variety of move orders during the first 5-6 moves – otherwise you’ll find yourself ‘tricked’ time and time again.

I tell people to start implementing when they are pretty sure there aren’t more important stories out there. An iteration’s worth of data is worth months of speculation.

Innovation and Creativity

Creative geniuses redefine the desired solution. They don't just push the envelope; they create a whole new courier system.

We try to work with them and if we're creative we can eliminate two of the five lots. Incrementally over time, we've been able to eliminate some of the old lots.

You can either have one guy lifting a billion pounds by himself, and it takes many years of planning and preparation - or you can have a billion people, each lifting one pound, and it takes a mere moment. This is the power of unity.

Forage requires luck, but can be accomplished quickly, ... Gorge is easy and a sure thing, but completing this task will take a very long time.

When I find a combination that works, I keep them together. You reward effort, and one thing this group has never had is a lack of effort.

I've got an efficiency and a guerrilla approach ... plus a unique synergy where everything I do helps everything else because it's overlapping.

There really is the opportunity to do extraordinarily well.

One cannot with impunity try to transfer this task entirely to mechanical assistants if one wishes to figure something, even though the final result is often small indeed.

Anything is grand if it’s done on a large enough scale.

The best way to do the job, Polanyi argued, was to allow each worker to keep track of what every other worker was doing.

There are no short cuts. If you want to do something special, there’s a serious price to pay. There’s no way around it.

Other

Those who have made it to the top have only done so through hard work and time conversion.

There are a thousand ways to do a thing but few ways to do a thing well.

A task which seems difficult, can be done with adequate training.

Sowing and harvesting are the easiest part. The workload in between is the definition of your current state of life.

ways to achieve flow . . . include shifting previously consecutive processes to parallel activities, combining tasks to reduce handoffs (which may require cross-training, resequencing, or repatterning work so that downstream recipients can so more effective work), resequencing work, and creating service-level agreements between internal suppliers and customers, to name a few.

I'm not one for Sudoku or crosswords - the thing that fires my little brain is doing tour budgets.

This will help our department to meet the requirement that four people man any piece of equipment at any given time, and will also significantly reduce overtime costs.

That which is repeated too often becomes insipid and tedious.

To do something right it must be done twice. The first time instructs the second.

Multi-tasking is the ability to screw everything up simultaneously.

We were able to do a lot of different things. We threw it early, and then later we ran it well.

That's all small talk is - a quick way to connect on a human level - which is why it is by no means as irrelevant as the people who are bad at it insist. In short, it's worth making the effort.

Sometimes you have to leave empty cells to separate the groups. That cuts down your capacity.

I think that's one of the real joys of working with a small budget - that you have to determine exactly what it is that you need and want to say.

Just because you used one set on one guy and had success doesn't mean you can use that exact set, that exact timing, the next time.

But the shortest works are always the best.

Our guys were trying to do a manual count of thousands of pieces, which could take one person 20 minutes. In addition to being time-consuming, it was very difficult to get 100 percent accuracy, which our customers demand.

It's the workflow aspect and how easy it is.

But when they're all in the same area and same position it's difficult and that's the reason why we're looking to do something.

I know a guy like Simmer, he could do the same job as two or three other guys, but it's working right now. I don't want to change it if it's working.

Oh yeah, the system definitely helps me a lot, ... I am able to move more. I am able to cut more. I am able to get a lot more easy baskets.

It really works like clockwork. Most of the people involved have done this before, so they know what their duties are.

It?s well intentioned, but in the end inefficient.

When I helped out last year, it seemed like it took us longer. So we decided when it was our turn, we would divide everything into sections and do it more orderly.

If I'm an IT person, I'm already overwhelmed. How do I manage this extra work? With a strategic partner.

There's a lot to juggle and various scenarios are being explored, if needed.

We'll run two or three simulations at the same time, but we have difficulty shifting output around -- the files that come out are huge. Let's say you want to get them over to someone in Lafayette or Lake Charles and have them do an analysis while we do something else.

I don't think it will be that difficult to match the (10) highlighted criteria on this list. There are probably quite a few people out there who have done these things.

To command it at 40-something, that's not easy.

The way to do fieldwork is never to come up for air until it is all over.

It's one at a time, and it's fairly slow work.

Some have put in a lot of time and really want to make it to the next level.

You can do two different cycles at the same time. It's great for singles or older people. The single drawer, especially, is great for those with handicaps.

Today, if I have a slot floor with 2,000 machines and I want to make changes, I'd have to go to each and every one of them, open them up and change out the components. Not only does that take a lot of time, but the machines are down for that period of time.

I know what it takes to balance budgets. I have done it my entire life.

Lists are how I parse and manage the world.

I believe that one can indeed work on two or more tasks at once, but in ways yet to be understood.

No, not really. This is about it. This is what it takes.

I'd much rather do one or two takes of one thing and then see how it goes.

I think it's steep. But there always has to be a level of ideal.

Agents are like tires on a car; in order to get anywhere at all, youneed at least four of them, and they need to be rotated every 5,000 miles.

I was quite surprised how easily people wanted to pigeonhole things I’ve done.

Yeah, improvising only really works 100% when you’re with somebody.

I don’t believe in just ordering people to do things. You have to sort of grab an oar and row with them.

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