From the author:
Multitasking has a positive sound. Is a multitasking processor particularly fast and powerful. It seems quite desirable to be able to do several things at the same time.
Not even the joking statement that only women are capable of multitasking disturbs the men's ambition to be able to handle as many projects and processes as possible at the same time.
Multitasking is by no means desirable and positive in the working day. By switching back and forth between different tasks, errors are generated, which must be corrected again afterwards. This is time and cost intensive.
In addition, employees who suffer from multiple loads lose their performance or fail completely. If multitasking is common practice, projects take longer and cost more. An enemy in its own ranks in terms of resource efficiency and competitiveness.
The more tasks or projects at the same time are active and compete for the same resources, the more harmful multitasking arises. In order to avoid losing sight and control, focusing is imperative.
This means, on the one hand, defining the highest priorities and, on the other hand, deciding which tasks are completely eliminated from the agenda. Initiatives that can not be completed within a short time are stopped. The resulting capacities are used to consistently work on the main tasks. New initiatives only start when others are completed.
Finding the right thing is not a secret art. There are quite clear rules. The following three questions help to recognize these:
- How can the normal operation of the company be lucrative regardless of the intervention of the owner, manager or manager?
- How can management build a control system that is based on common goals and eliminates conflict of objectives?
- How can the concentration be directed to the very activities that the Company to flourish sustainably?
The right optimization of a bottleneck
If there is a bottleneck in the system, the hours for the entire system are lost. However, an hour saved at a non-bottleneck is pure fiction. An optimization of a non-bottleneck therefore does not necessarily lead to an optimization of the entire system, but usually achieves the opposite.
It is important to concentrate on improving the bottleneck. This results in a reduction in throughput times, high reliability and capacity gains. Decisive competitive advantages. Furthermore, the profit can be increased through the sale of the acquired capacity.
Whoever does everything can not focus
Very few factors influence the performance of a company at any given time. Managers do not have to be everywhere, make all the decisions themselves and use all the project sites at the same time. If you accept anything, nothing focusses. Good leaders recognize what needs to be done.
Companies can achieve much more by focusing than by multitasking. In order to maintain the focus, actions with no or even harmful effect must be omitted. That's why it's important to focus on key issues and mark them as "to-do". Not-to-dos can be done later or canceled altogether.
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