Libertarian Short Interval Scheduling

http://www.managers-net.com/short_interval_scheduling.html Originally developed in Libertarian-oriented communes and co-ops, used in anarchist kibbutzes and communes, and defined and spread by LIO curator P. Gilson (Who called it variously open standard checks, open systems scheduling or to-standard variance control by workers and consumers) , it helps open groups  to incrementally or by leaps standardize, focus and improve work and cut costs while improving quality, and is the basis of many other systems such as Deming quality open management–It has had history marred by mis-application or mis-understanding, which as in this article mis-attributes the invention to Gilson collaborator A. Proudfoot, who however popularized it in industry ( article gives a tolerable overview otherwise ) …”The essence of the process is to identify in bottleneck scenarios, the staff most able to throughput the most work in short term batches of approximately twenty-(20) minutes duration. As soon as each batch is completed a further batch is undertaken with a controller (usually a Proudfoot Consultant) appointed for ensuring that all staff are accommodated with work within this tightly controlled regime. As soon as order is restored, batches move to a one hour duration.

Nothing and no one is sacrosanct. Over the years the principles have been adapted to handle research scientists, doctors, designers, bank vice presidents, stock brokers, actuaries, university professors, al yielding the same pattern of productivity improved results.

So why does it work?

The consistency of the results implies that in any organisation people are working at about 20% of their potential capacity. The difference between an efficient organisation and an inefficient one is about plus or minus 5% net.

Indeed the more efficient the organisation to start with the greater and sooner the benefits.

The average breakdown is as follows:

• 10% visible time lost in socialising, going to the loo, smoking etc;
• 30% invisible lost time in unconscious self-pacing, general internal noise so intermingled in small increments with other work as to be not normally noticeable to the worker him or herself or the casual observer. Loss of pace due to boredom or excessive stress;
• 30% time spent on noise created by the organisation and the system. Interruptions, delays, queries, putting right things that have gone wrong. All of which has been going on for so long it is the accepted part of the day;
• 10% work that could be eliminated from the key work by doing it in a better thought-out method;
• 20% doing what you should be doing the right way at an optimum comfortable pace that can be maintained without fatigue or stress with absolute concentration and precision.

When it is considered that the ultimate cost of every artefact we use in the civilised world is the product of someone’s labour then we are paying five times as much as we should do.

Its amazing also how difficult it is to be able to keep a small group of people continuously occupied with useful and productive work. It does require a continuous process of thinking ahead for each group member by the group leader.

That’s the secret of SIS.

More at: http://www.google.com/#sclient=psy-ab&hl=en&site=&source=hp&q=%22short+interval+scheduling%22&pbx=1&oq=%22short+interval+scheduling%22&aq=f&aqi=g1g-v1&aql=&gs_sm=e&gs_upl=1551l12060l0l12372l29l21l1l0l0l0l1172l7676l3-1.6-3.4l9l0&bav=on.2,or.r_gc.r_pw.,cf.osb&fp=b8d322e0da94c9f9&biw=1184&bih=429

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