WALLACE said:
Before this thread becomes redundant,
I would like to gain some more insight (For all at the Cove) into the use and application of the Task process elements, from the originator of this technique "Allan J Sayle".
Allan J,
can you contribute to this thread and, give us some practical applications and examples of uses of the Task element approach?
Wallace.
Thank you Wallace for the professional courtesy extended in recognising my work/ creation, "The Task Elements": I do hope the "Covers" and others will use them.
I will answer your question as follows:
How the Task Elements came to be developed has been explained elswhere, as you have referenced. I created them over 30 years ago, over a decade before I ever thought of becoming a consultant, because I needed a simple, logical tool to look at work activities ("tasks").
They have been used successfully by myself and many others around the world in a variety of business sectors ranging from food and pharamceuticals, through heavy engineering, banking and a number of service industries, automotive, information technology, contract manufacturing, computer manufacturing, oil, gas and other energy and so on.
Crucially they have been used for every internal process used by organizations: from customer interface (marketing, sales, inquiries, bidding, order acceptance etc) through product and process design, for all manner of purchasing activities including supply chain management, to manufacturing/ construction/ production, to delivery and so on. And "overhead" functions such as perconnel (HR), accounts receivable and payable, payroll, security and IT.
What I am particularly pleased about is the fact that many firms have been able to train all levels of staff in their application: especially so-called "shop floor" or "blue-collar" people. Their experience fed back to me is that they find the Task Elements easy to understand as they literally break down their task (process) into simple logical bits on which they can then concentrate. (In fact, your depiction of them, Wallace, which you recently sent to me, does provide a useful, simple guide.) This has enabled them to uncover all manner of opportunities for reducing costs, process time etc thereby making a considerable contribution to their business' improvement/ continuous improvement programs: I have received a lot of letters about the results obtained. Indeed, firms and individuals have found them consistent with and beneficial to their attempts at implementing "lean", JIT etc. And, cell organization becomes quite easy if they are used.
Once one has an understanding of the Task Elements, it then becomes apparent that each "element" requires its own system to deliver it to the workplace. Thus it is very easy to trace through an entire system for, say, controlling "items" from conception to end use and disposal in the users' hands. And this was my main application, when I developed them: I needed to find a way of performing an audit which would allow me to look at each task and system, logically and find bottlenecks, problems, opportunities an so forth. I tested them out, made a few minor adjustments and they have never let me down. Indeed, I have been able to offer constructive comment to any number of firms whose products and processes were unfamiliar to me because they gave me an easy framework for my questions.
I also found, as various "quality standards" arrived, managers and employees had difficulty grasping/ understanding the standards' old clauses and being able to apply them to their workplaces/ departments (ISO 9K was an especial culprit when it first appeared). The wording was in terms the quality profession might comprehend (its own lingua franca) but the everyday application seemed rather obscure to them. I found the Task Elements broke down the communication battles because I could say, for example, "Now let's deal with the equipment you use/ need...", then list each piece and deal with each one in turn. The operators would understand what was needed because I was then working in THEIR language and terms. (And, boy, did it not also reduce my own headaches of communication and understanding!)
The Task Elements were first written down at the behest/ request/ persuasion/ teasing and so forth of my old work colleagues - especially one such (Al Arretz) when I worked in GE's Zurich office, in their Nuclear Division, in the mid 70s. When I used to do audits, a lot of people wanted to attend and observe my methods.
As many of my past trainees and readers have remarked, they are plainly visible, now, in the latest incarnation of ISO 9K. It is most pleasing to know one has given a tool to one's profession that others have tried, tested and found useful.
I hope this response helps.