Business Systems and Processes^.

The Systems Thinker Blog

So, What Exactly is a Business System?

3 Mar 2010

A person recently asked me what I meant by the term “business system.” I thought others might like to know a definition that works for me.

A system is a procedure, process, method, or course of action designed to achieve a specific result. Its component parts and interrelated steps work together for the good of the whole. Creating effective business systems is the only way to attain results that are consistent, measurable, and ultimately benefit customers.

Systems are Your Building Blocks

Systems and processes are the essential building blocks of your company, whether you realize it or not. Every facet of your business—in the store, the workshop, or the office—is part of a system that can be managed or improved by applying correct principles.

Imagine the typical business activities below as carefully designed systems, each producing the daily results you need to be successful. Of course, you could list many other systems and subsystems unique to your organization.

EXAMPLES OF BUSINESS SYSTEMS
Lead Generation	Customer Service	Purchasing
Sales Conversion	Hiring	Inventory Management
Website	Training	Shipping
Pricing	Accounting	Information Systems
Operations	Payroll	Safety
Order Fulfillment	Collections	Custodial

Having effective business systems is the only practical way to manage the important details of your operation. These details are found in lower-level subsystems. For example, your marketing system may have a subsystem called lead generation. The lead generation system could have subsystems such as direct mail, telemarketing, or radio advertising. Systems and subsystems are the workhorses that deliver consistent results, even when you’re not around.

A business system may be as simple as a checklist created in an hour or two. However, more complex systems can take days or even weeks to implement. The best systems consider such elements as design, components, people, quality, speed, and measurement.

There are “best practices” for creating high-performance business systems and processes that pay big dividends when applied correctly.

The “Magic Formula” for Success

Good systems take waste and inefficiency out of your business and help you give customers what they want every single time. They are the solution to weak sales growth, low profit margins, customer dissatisfaction, poor performance, excessive costs, inadequate cash flow, employee turnover, and daily frustration.

A systems approach to building an organization eliminates generalized solutions, seat-of-the-pants operations, employee discretion, and everything else left to chance. These hindrances are replaced with detailed procedures, performance standards, and accountability. You are saying to your employees, “This is how we do it here!”

Michael Gerber said, “Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant” (E-Myth Revisited).

Remarkable Systems are Everywhere

Our natural world is a great example of systems at work—solar systems, ecosystems, weather systems, bodily systems, and so forth. Man has wisely followed this pattern to solve problems and make extraordinary advancements.

In truth, the best companies are also those with the best business systems and processes. Many highly-successful companies of our day started with one major innovative system—McDonald’s fast food, Federal Express overnight delivery, and Google Internet search, to name a few. These companies, and thousands of others, have built their fortunes on one or more remarkable systems that serve customers better than anyone else in their target market.

Now that you know what a business system is, it’s time to identify yours, elevate them to higher performance, and enjoy a greater profit.

Does Your Business Have a Double McTwist 1260?

Ron Carroll

24 Feb 2010

The Olympic Games are here again. As usual, some of the best parts are the stories behind the stories—the personal lives of the athletes. Have you noticed the consistent theme of grueling work and sacrifice it takes just to get to the Games? Olympic athletes have that special something that drives them to reach the gold. It takes about the same grit and determination to become a successful entrepreneur!

Systems Help Athletes Excel

With few exceptions, athletes apply systems learned from experienced coaches who know the “best practices” to achieve excellence in a given sport. The Olympic athlete follows daily routines and systems that include physical conditioning, nutrition, psychological preparation, and skill development—all designed to produce peak performance at just the right moment. Measurement is essential as the athlete continually strives to better his or her best.

Athletes become champions by executing skill-development systems day-in and day-out until they master every detail and can deliver a near-perfect performance with consistency. Fractions of a second separate those on the winner’s podium from those you never hear about again.

In business, it’s the little things done each day to please customers and reduce waste that also separates winners and losers. “Pig-headed determination” (Chet Holmes) to manage the important details of the business is the foundation for excellence.

What is Your System to Win the Gold?

And one more thing. Did you happen to catch Shaun White’s (USA) final performance to win the gold medal in the snowboarding half-pipe event at the 2010 Winter Olympics? He executed a trick that no one had ever seen before, and the broadcasters described as “impossible.” Shaun gave it the name, the “Double McTwist 1260,” He landed it for the first time in Park City, UT, just one month before the Games.

So, the lesson is this: We need to execute our core business systems with precision just to stay in the game—to compete. However, sometimes we need a ground-breaking system that blows our customers away in order to win the gold!

Less is More with Good Business Systems!

Ron Carroll

17 Feb 2010

The ALDI food chain opened its first U.S. store in Southeastern Iowa in 1976 and has grown to over 1,400 stores from Kansas to the East Coast. There are also more than 9000 stores internationally. They’ve continued to expand rapidly even during difficult economic times. So, how do they do it?

ALDI has refined its business systems and processes over many years. Their philosophy—”to offer incredible value every day”—is rooted in the idea that less is more.

Lean Business Systems Cut Costs

ALDI only carries about 1400 frequently purchased grocery and household items. They build energy-saving stores, hire fewer employees, make better use of space, sell in case lots, and rely on customer self-service. Their vendors provide self-displaying cases, with pre-priced merchandise delivered on labor-saving pallets. Customers bring shopping bags, pack their own groceries, and pay with cash or debit cards only.

ALDI streamlines operations so that shoppers only pay for food—not frills. The systems and processes of their business are designed to remove unnecessary costs and pass the savings along to customers. This savvy retailer promotes everyday prices that are lower than supermarket “sale” prices, and their customers love them for it.

Good Business Systems Strengthen Your Brand

ALDI is especially well-known for its shopping cart system. Let me explain.

I am a part-owner of a home décor retail outlet. Years ago, I wanted to learn more about the business operation, so I decided to work in the 100,000 square-foot store during the busy Christmas season. Like other employees, I did anything I was asked by the store manager (except, I wasn’t paid). One of my duties was to move abandoned shopping carts from the parking lot into the store.

I’ve seen store personnel gathering shopping carts many times, but I didn’t realize what a miserable and never-ending task it was. I began thinking about how this chore might be made easier and shared several ideas with the store manager. It seemed like the least of his concerns.

Sometime later, I was impressed to learn how ALDI created a system to solve this headache. Their shopping carts are hooked together right outside the store. As customers approach, they insert a quarter to release a cart. When they finish shopping, they reconnect the chain to the cart and get their quarter back. With this system, ALDI doesn’t have to assign an employee to round up carts in the parking lot. They don’t lose expensive carts, and they don’t worry about runaway carts dinging up their customer’s cars. This expense-saving system has become a legendary part of the ALDI culture.

ALDI has many other impressive business systems, but you get the idea. Systems Thinking has enabled them to become very prosperous, even during difficult times. Their systems are customer-focused, take waste out of the operation, and provide a very pleasurable and unique buying experience. The ALDI folks really get it!

What are Your Remarkable Business Systems?

You can do the same thing with your company by first becoming clear about who your customers are and precisely what they want. Then create effective business systems and processes that deliver your products and services in such a remarkable way they would be a fool to buy from anyone else!

How does 3% Business Waste Equal 40% Lost Profit?

Ron Carroll

10 Feb 2010

Most business owners do not face the brutal reality of waste and inefficiency in their business operations. However, experts estimate that the average small business has at least 3% waste; some have much more! (Jay Arthur, “Lean Six Sigma Simplified”). This percentage may seem reasonable at first, but upon further examination, you will see what a profit killer it is.

As a customer, I’m sure you’ve experienced the frustration of things gone wrong. Products have defects. Deliveries arrive late. Parts to assemble are missing. Merchandise is labeled or priced improperly. Counts are inaccurate. Stores and restrooms are unclean. Salespeople lack knowledge. You get the idea. These typical problems occur often and cost business owners dearly in lost profit and lost customers. They are likely happening to YOU!

Waste is Preventable!

Most waste in your business is hard to spot—a little here and a little there, scattered throughout your office and operations. For example, I am always amazed by the number of undetected errors made on customer invoices. Mistakes, rework, delay, and lost time happen every day to everyone in every business. The average organization is like a steak, riddled with fatty waste.

For a company with a million dollars in sales, 3% waste amounts to $30,000 in cost. This expense, however, is not paid out of revenue dollars, but is paid out of profit dollars! If the company’s net profit before taxes is expected to be 8%, or $80,000 dollars, waste would reduce the profit to $50,000.

Do you realize what I just said? All waste in time and material comes directly off the bottom line. In this example, waste of 3% of sales translates to nearly 40% in lost profit. Yikes!

Stated another way, the company has to sell nearly $400,000 more to replace this $30,000 loss (sales equivalency) in order to achieve the desired profit level. (I don’t want to depress you, but it actually gets worse because there are additional costs in rework and handling of the waste.)

Reduce Your Business Waste to 1%

The closer you get to achieving perfect processes—and a perfect business—the more difficult and expensive it becomes. However, you can bring that 3% waste down to 1% fairly easily. It is not only doable but essential to compete and succeed in today’s business environment.

To error is human, but holy cow, we can all do better at cutting costs. It requires a little knowledge and the right tools. The Box Theory™ Way is designed to squeeze the waste out of your business systems and processes. There is no better way!

Your challenge for today (and you can’t go home until you do it) is to spot one area of waste or inefficiency in your business—an ounce of fat—that you can get rid of tomorrow. Then get after it first thing in the morning!

Four Easy Steps to Creating a New Business System!

Ron Carroll

3 Feb 2010

Do you believe business systems are important, but you’re not sure how to get started? It’s actually easy and even fun. Let me show you a quick way to create a draft of your system design. Then you can let someone else—secretary, student assistant, team leader, or manager—prepare the final document and acquire the necessary system components.

Step 1 – Bring Together the Team

When I want to outline out a new business system or improve an existing one, I often conduct a whiteboard discussion with key people such as managers, supervisors, and team members. I not only want their ideas, insights, and experience, but I want their buy-in and commitment when the new system is deployed.

I prepare for the meeting by gathering any system-performance or financial data, and by inquiring about customer complaints or employee frustrations. I try to begin the discussion with a good idea of the problems or challenges.

Step 2 – Determine the System Objective

At the top of the whiteboard, I first write the name of the business system we are addressing (e.g., lead generation, customer service, order fulfillment). I then briefly discuss with the group how the current system is performing (baseline data), and what the perceived problems or challenges are. I may even use a 5-Whys Analysis to uncover the root cause. Properly identifying the underlying problem often points to the solution! Finally, I write on the whiteboard our agreed-upon system objective and measurable goal.

Step 3 – Flowchart the System

On the left side of the whiteboard, I draw and label a box with the first step of the system. On the right side of the whiteboard, I put a box with the last step of the system. It is very important to establish the correct beginning and ending points. We don’t want to overlap with other business systems. With input from the team, I draw the rest of the flowchart boxes and connecting arrow-lines, modifying box names, and re-positioning until we are satisfied with the basic system design.

Sometimes our process has decision points with alternate paths such as a customer choice between a “standard service” and a “deluxe service.” In addition to the steps moving forward, the process may also have a path that loops back for rework. For example, an application is “not approved” or a manufactured part “fails inspection.” These additional paths are incorporated into our flowchart.

After much discussion, sharing different points of view, experimenting with alternate logic, and trying to reach a consensus, we finally agree on the best way to accomplish the objective of the business system.

Step 4 – Identify the System Components

The next task is to identify the major components needed to perform the steps of the process. Under each flowchart box, we list the different forms, checklists, tools, equipment, software, and so forth, necessary to complete the step successfully. With group participation, we identify most components; however, we can add others later when refining the system. I usually list one to five important component parts per step—not many.

Note: The greatest weakness of most new system developers is not identifying or acquiring the necessary “component documents.” Somebody has to create the checklists, job descriptions, telephone scripts, policies, forms, worksheets, and so forth—the paperwork. Carefully consider these items for each step in your process. They are the essential ingredients of an effective business system. Delegate the acquisition of system components as much as possible.

By following this simple procedure, we now have a draft design of our business system or process. We’ve identified what we want the system to do, how we will do it, and what component parts are necessary to do it right.

Proper Tools Reduce Time and Cost

Here comes the pitch. With Box Theory™ Gold software, you can have a person in the meeting quickly copy the flowchart and component notes from the whiteboard into the software. By the time the meeting is over, the system is well on its way to completion. It’s that simple!

Creating systems and processes that delight customers, bring about a happy and productive workforce, reduce frustration, and boost profit, is easy when you look at your business through the eyes of a Systems Thinker.

Now go pick a business system you are dying to improve, and have your first whiteboard discussion. As the song goes, “This could be the start of something big!”

10 Ways Business Systems “Indirectly” Increase Profit!

Ron Carroll

27 Jan 2010

Last week, we discussed ten ways effective business systems can directly increase profit. That would be enough to convince any rational business owner to get started. However, there are even more ways well-designed business systems can boost your bottom line.

Good Business Systems can Increase Your Profit

Systems Provide Hidden Financial Benefits

Below are ten indirect financial benefits you will get from building better business systems and processes.

Effective business systems enable a company to run without constant hands-on involvement of owners (owners can spend more time growing and improving their business).
Consistent and reliable systems delight customers and turn them into loyal fans (customers who have a great buying experience keep coming back, and they tell their friends).
Efficient systems and processes increase sales throughput and the velocity of cash flow (good cash flow helps every company operate better and more profitability).
Smooth-running business systems create a positive and productive work environment where employees are happier and stay longer (less employee-turnover decreases cost and increases customer satisfaction).
Measured systems naturally produce a results-driven workforce, which lowers operating costs and boosts performance (high productivity maximizes profit).
A systematic work environment is an organized work environment—cleaner, safer, more efficient—and one that raises employee morale and attracts quality people (a great place to work is essential to having a culture of excellence).
Effective business systems and processes give your organization a competitive edge (your product or service is better (fewer mistakes/defects/disappointments), faster (shorter response/delivery time), and cheaper (quality plus speed equals low cost)). You become the “best deal!”
Exceptional business systems enable you to differentiate yourself in the marketplace (you attract more customers by standing out like a “purple cow in a field of brown cows” – Seth Godin).
Well-designed systems that achieve intended results are significant business assets and add long-term value to your company (a completely systemized business sells for top-dollar).
An organization built with effective systems and processes becomes a prototype for replicating or franchising your business in other locations (exponential sales growth is possible).

Good Systems Pay for Themselves

While some system improvements generate large financial returns, most innovations add incrementally to your profit margin. The accumulation of small improvements can have a dramatic effect on overall business results—enough to rescue an ailing company or help a good company become great!

I’ll say it again. Effective business systems pay for themselves many times over. The question is not whether you develop systems, but what new system or process improvement will have the most immediate financial impact on your company.

Learning the Master Skill of system development will take you farther and faster than any other method of building and growing a successful enterprise. There really is no other way!

10 Ways Business Systems “Directly” Increase Profit!

Ron Carroll

21 Jan 2010

Many small businesses have “C-grade” systems and processes—rudimentary, seat-of-the-pants, and constantly changing as people come and go. However, some owners and managers catch the vision and create “A-grade” business systems that bring about a results-driven culture, delighted customers, and a prosperous enterprise. What grade would you give your business systems and processes?

Now, I wouldn’t be so obsessed about developing effective business systems if there wasn’t such an enormous payoff—a real take-it-to-the-bank benefit. Make no mistake; good business systems and processes will increase profit, stakeholder dividends, and your personal take-home pay!

Good Systems Increase Sales and Lower Costs

Below is a list of ten ways that business systems provide a direct and measurable return on the investment of your time, effort, and financial resources.

Effective marketing and sales systems generate more leads and a higher percentage of conversions (higher sales reduce the number of days to reach the monthly break-even point, and thereby increase profit).
Smooth-running business systems elevate customer satisfaction and loyalty (happy customers return to buy more products).
Good operational systems reduce employee mistakes, defects, wasted time, and rework (high quality lowers the cost of materials and labor).
Well-designed business systems increase efficiency, productivity, and throughput of goods and services to customers (speedy processes lower cost).
High-quality systems minimize customer returns (less shipping, accounting, and recycling costs).
Fast systems and processes shorten delivery/lead time (customers choose you over the competition).
Effective business systems accelerate the turnover of inventory and accounts receivable (lower stock-levels, faster collections, and accelerated cash flow decrease cost).
Efficient business systems and processes reduce the number of employees required to get the work done (fewer employees reduce labor cost).
Good systems enable people to perform above their skill level (less-expensive people can perform higher-level tasks, also lowering labor cost).
Well-designed systems and processes require less supervision and management oversight (fewer managers mean lower administrative cost).

Don’t Be a Skeptic!

It makes financial sense to learn the Master Skill for developing effective business systems and processes—the only way to build a lasting organization. The alternative—low-grade systems—will limit your potential and could land you on a scrap heap with the other 85% of small businesses that failed to perform.

So don’t wait another day! Pick the business system giving you the most frustration and turn it into one that shines—a system that pleases customers and earns you more money!

Business Processes Determine Culture, Culture Determines Success!

Ron Carroll

13 Jan 2010

“Culture is the greatest determinant of success in an organization!”

Randy Pentington, author of Results Rule! Build a Culture That Blows the Competition Away, put it this way:

“An organization’s purpose and goals set the direction. Measures focus the energy on the outcomes. Processes create habits, and habits drive the culture. You can teach skills and concepts. You can even create momentum (and a few smiles) through inspiration. But investing in skills and inspiration is a waste of money if there are no processes to reinforce your purpose and principles. The creation and continuous refinement of work processes is a mandatory practice in the Results Rule! organization, regardless of the industry” (Results Rule!, 111).

Discover the Magic

People are deeply influenced by their work environment. Weaker people can become highly productive and stronger people can lose their edge, depending on your company culture. The magic really begins to happen when the right people come together with remarkable business systems and processes to create a culture of enthusiasm, discipline, and excellence.

In a workshop I taught, a participant was a little upset that I was placing so much emphasis on systems and processes. It seemed to him that I was de-emphasizing people and characterizing them as plug-and-play robots.

OK, I do get a little excited about business systems, but I always say that people are the most important component of nearly all business systems or processes.

I think Jim Collins, author of Good to Great, sums it up best:

“A culture of discipline involves a duality. On the one hand, it requires people who adhere to a consistent system; yet, on the other hand, it gives people the freedom and responsibility within the framework of that system.”

Processes Shape Culture

Every business has a culture of some kind. (There are many books about this topic.) But you can’t change your culture any more than you can change your brand just by talking about it or even promoting it. You have to make systemic changes within your organization that transform the way people think and behave. And it’s not as difficult as it may sound.

Let me paraphrase the counsel of Randy Pennington. If you want to have a culture of discipline, where “results rule,” you have to begin by creating measurable processes. Processes create habits, and habits drive culture. It is profoundly simple!

A culture of excellence begins with a single step—a single outstanding business system! Get going today, and let me know if I can help.

How Good are the Components of Your Business Systems?

Ron Carroll

6 Jan 2010

System components are the physical ingredients that go into your business processes. They include forms, checklists, reports, software, equipment, tools, websites, people, and so forth. As I work with small-business owners, I find that many essential system components are missing or of poor quality, seriously degrading overall business performance.

For example, a worker lacks a checklist; the wording of a website offer isn’t clear or compelling; a completed form has errors due to vague instructions; needed supplies aren’t ordered on time; a frequently-used tool has to be shared by two departments. In each case, a weak or missing system component is reducing potential profit.

In a warehouse I recently visited, a single pallet jack was shared by receiving area employees and shipping area employees who worked at opposite sides of the building. A worker walked across the building several times a day to borrow the jack. The calculated labor cost of the walking was a mere $7 dollars a day—not a big deal you may think. However, this downtime adds up to an annual expense of about $1800. The purchase of a second pallet jack—system component—would have paid for itself in a few months, and added nearly $2000 per year in profit after that.

Little things can make a big difference over time, and often go unnoticed by business owners. Inadequate or missing system components increase costs and reduce customer satisfaction. Do you need to add or improve any components in your business processes?

Details Matter!

A single word on a vendor door-hanger (system component) totally changed one of my days during the winter holidays. Let me explain.

Rocky Mountain Power has a system for informing its customers when power will be shut off for repair work. Part of the system is to place a door-hanger at the homes of affected customers several days before the work is scheduled.

The notice on my door read, “We are working on the electric facilities in your area. A planned interruption is scheduled for Thursday, 12/29/2016 between 8:00 a.m. and 3:00 p.m.”

On that day, we turned up our heater to 78 degrees to get the house warm before the power was turned off. I went to the local library to work on my computer, and my wife rearranged her day to accommodate the outage.

When I returned home in the late afternoon, my wife said, “The power was only off for fifteen minutes.” “Are you kidding,” I replied.

I went back and looked at the door-hanger. Go read it again (in bold above). It sounds like the power is going to be turned off for about seven hours. On the other hand, it could mean the power would be off “some time” between 8:00 a.m. and 3:00 p.m.—like fifteen minutes! Adding the word “sometime” would have made all the difference.” (Better yet, they could have said something like, “the power will be off for thirty minutes to an hour sometime between 8:00 a.m. and 3:00 p.m.”)

Are You Paying Attention?

Glitches in system components like the one just described are very common. They cause frustration, lower productivity, annoy customers, and cost you money. More than you may realize!

Employees usually don’t complain more than once about a missing or faulty system component. They simply invent a work-around and try to make the most of the situation. Customers don’t voice their frustration as much as we’d like; they just take their business elsewhere.

I could call Rocky Mountain Power and tell them about this problem. I politely tell many companies I do business with how they might improve their systems (the burden of a Systems Thinker). Sadly, I get blown off by 90% of company representatives. They are too busy to deal with my silly issues.

Rocky Mountain Power has a monopoly and doesn’t have to listen. BUT YOU DO! Pay attention to the little details that bother employees and customers. Fix the piece of equipment. Upgrade your website. Create a checklist. Improve the wording on a form. Buy a second tool. You will benefit more than you can imagine, and the loose change you save from little improvements will add up to big dollars!

Pick one system in your company today, and carefully evaluate each component part. You’ll be surprised by the number of small and low-cost innovations that can make your business processes better, faster, and more profitable.

Footnote: After posting this article—and to my great surprise—I got a call from a very nice woman at Rocky Mountain Power who apologized for the inconvenience caused. I was very impressed! Some companies are not too big to listen to their customers, and Rocky Mountain Power is one of them.

A System Thinker’s View of New Year’s Resolutions!

Ron Carroll

30 Dec 2009

Many people are about to cozy up to a warm fire, with a cup of latte, and begin writing their New Year’s resolutions. They set goals to lose weight, spend more time with the family, improve their golf game, or increase the sales of their small business. However, these resolutions are so rarely kept, they inspire the first wave of jokes for the New Year.

A Systems Thinker understands why most people’s good intentions go unfulfilled.

Gary Ryan Blair, author and motivational speaker, said, “Success in any endeavor does not happen by accident. Rather, it’s the result of deliberate decisions, conscious effort, and immense persistence… all directed at specific goals.”

Mr. Blair has just described a system. A system is a predetermined course of action brought about by deliberate decisions, conscious and measured effort, and persistent repetition… all directed to accomplish a specific objective.

Most people set goals, but do not put a system in place to accomplish the goal, hence, failure is imminent!

When you sit down this year to set personal or business goals, in addition to stating the goal, state the name of the system you will create to reach the goal. What is your new weight loss system, your more-family-time system, your golf improvement system, or your super-deluxe lead-generation system?

Systems Give Legs to Business Goals

In addition, if you have a goal to learn the Master Skill of system building, and to develop high-powered business systems that get results, begin with my eCourse, Box Theory^TM: Double Your Profit with High-Performance Systems and Processes. Then get the software, Box Theory^TM Gold, designed specifically to help small business owners systematically take their business to the next level!

Business Systems and Processes.

The Systems Thinker Blog

Systems are Your Building Blocks

The “Magic Formula” for Success

Remarkable Systems are Everywhere

Systems Help Athletes Excel

What is Your System to Win the Gold?

Lean Business Systems Cut Costs

Good Business Systems Strengthen Your Brand

What are Your Remarkable Business Systems?

Waste is Preventable!

Reduce Your Business Waste to 1%

Step 1 – Bring Together the Team

Step 2 – Determine the System Objective

Step 3 – Flowchart the System

Step 4 – Identify the System Components

Proper Tools Reduce Time and Cost

Systems Provide Hidden Financial Benefits

Good Systems Pay for Themselves

Good Systems Increase Sales and Lower Costs

Don’t Be a Skeptic!

Discover the Magic

Processes Shape Culture

Details Matter!

Are You Paying Attention?

Systems Give Legs to Business Goals

Just RetiredGone FishingYour Lucky Day

Turn Your Business Into Money-Making Systems!

Michael Gerber, "E-Myth"

W. Edwards Deming, Total Quality Management

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Business Systems and Processes^.

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