Hidden Factories are natural outgrowths of an organization trying to correct issues of poor quality by implementing a series of operational inefficiencies to “correct” the issue. These corrective activities become engrained into the Standard Operating Procedure of the firm and become “the way we do things at this agency.” When these types of rationalizations occur, you have mentally hidden the operation and consequently have created a drain on revenue that provides no real value to the client. Continue reading
Your firm may use software solutions to track project tasks and schedules, but there is also a physical, tangible asset in you work flow: the job bag. Instead of reinventing the wheel to create a perfect system to track their location in your agency, let’s “borrow” from the established technique of Kanban. A Kanban Board may be the perfect tool for the creative agency Traffic Manager to track physical assets through your agency.
Mention the word standardization in the creative agency an you are likely to see an abrupt change in the countenance of your audience. The two terms, at face value, seem at odds with one another. How can you standardize something as intrinsically unique as creativity? Skilled project management professionals within the creative agency should be able to find the fundamental basics of project work-flow the that can be standardized across what would seem vastly different project types.
A seemingly innocuous term that is the building block of any creative project’s schedule. Recently, I’ve been deconstructing the component pieces that comprise a task. Essentially I’ve been asking myself if certain tasks belong on a project schedule. I have decided to use the SIPOC model to help me suss out erroneous items.