1. SMOKE Process Make time for the work that matters Simplify Move
Optimize
Keep
Eliminate

2. Paradigm
Your reputation for producing excellent results will mean you will be given more and different kinds of work to do.
Quick Solution
Knock off the good work.
Start disappointing people with significantly poor performance.

3. Make time for what matters
What does everyone want but is impossible to attain?
Get as much as 20% of your day back
Eliminate or delegate unimportant tasks
Replace them with activities that add more value

4. Leverage tools/ Build competencies
SMOKE Process
Objectives
Gather data on Members tasks/activities
Identify opportunities for improvement and time savings
CI = JV Way ….. Always looking to be more efficient….”Superlative Performance”
SMOKE brings visibility, tracking, recognition
Free up time to leverage tools and build competencies
Opportunities
Leverage tools/ Build competencies
Productivity

5. Results Month-End Close Process reduced by 33% in 2016
Marketing Spend Reporting Process
2 days to 2 hours per month
AR/Trade spend accounting: productivity increase of 45% (over 4 years)
6.3k transactions to 11.6k with same number of Members
Supply Chain removed 1 FTE by eliminating/simplifying non-value added tasks

6. Process Steps
Member takes a “first pass” at their weekly tasks prior to work week
Member adds/revise based on actual tasks/time
Member adds in ad-hoc tasks that happen on a monthly/quarterly basis
Submit individual forms to data consolidator (Coach, Facilitator, etc)
Individual forms are consolidated to master worksheet
Review and update sub-teams by Member (based on Coach’s preference)
Team meeting:
Look for easy wins
Identify opportunity that will require projects
Assign action owners

7. Member SMOKE Steps
Member takes a “first pass” at their weekly tasks prior to work week
Member adds/revise based on actual tasks/time
Member adds in ad-hoc tasks that happen on a monthly/quarterly basis

9. Member SMOKE Steps
Walk through each task/activity and ask 4 key questions

10. How Valuable is this activity?
Suppose you’re updating your coach or a senior executive about your performance. Would you mention this task? Would you be able to justify spending time on it?
The answer to this leads to identifying whether the task is value added or not

11. Value Added (VA) Activity
An activity that transforms or shapes information or raw material to meet customer requirements.
Value Added Tests (must answer ‘Yes’ to all below):
The customer must recognize the value and be willing to pay for it
The product or information must physically change during the process
The activity must be done correctly the first time
Purpose
Introduce the Concept of Value Added Activity
Key Points
Introduce the definition of Value Added Activity as shown on the first sentence of the overhead.
Explain that a good test for Value Added involves three tests.
Review the three criteria listed under the second bullet.
Remind the class that all three must be true for an activity to be considered value added.

12. Non-Value Added (NVA) Activity
Any activity that consumes time, resources and/or space, but does not add value.
Activities that do not meet all three criteria.
Some non-value added work may be necessary.
All waste is Non-Value Added.
If a ‘portion’ of an activity is Value Added break it down further.
Purpose
Introduce the Definition of Non-Value-Added Activity
Key Points
Explain the definition of Non-Value-Added Activity by reading the first sentence on the overhead.
Review the other criteria that help define Non-Value-Added Activity listed on the two bullets on the overhead.
Remember that activities have to meet all three-test to be considered Value Added.
Just because an activity is determined to be Non-Value Added, it does not mean that we can just stop doing them. We need to look at the process and determine why it is being done that way and how we can change the process to eliminate it.
There will always be some NVA activities in our processes, but the company that is the most competitive will be the one with the smallest amount.

13. Seven Wastes of Business Processes
Waste of Transactions
Waste of Reconciliation
Waste of Errors
Waste of Reporting
Waste of Meetings
Waste of Waiting
Waste of Processing

15. Questions to Determine Action
How essential is this activity
You have time in your day to complete a few tasks, is this one of the few?
Personal Value
In your dream job would you keep this task or jettison it?
Delegation or outsource
Can you delegate this task and maintain the value and quality? Or can only you do this tasks?

16. Assign the Tasks into Categories
Simplify
Short-term process improvement.
Move
Off-load opportunities (tasks that can be delegated with minimal effort).
Optimize
Long-term redesign (work that needs to be restructured or overhauled).
Keep
You and your customer see the value in this task and you are the best person to work on it.
Eliminate
Quick kills (things you can stop doing now without upsetting anyone).

18. Member SMOKE Steps
Final review and submit individual forms to data consolidator (Coach, Facilitator, etc)

19. Individual forms are consolidated to master worksheet
Review Individuals sheets for not following process (e.g. words where hours should be)
Review and Update Sub-Teams (based on Coach's Preference)
Review reports for accuracy
Gut check

20. Report examples

21. 4.5 hours of opportunity identified

22. 7 hours of NVA
Only 4.5 Hours of actions

23. Report Options Individuals Sub-groups Entire Team
E.g. Finance: AR, AP, Cost Accounting
E.g. Coaches, front line
Entire Team

24. Layered Reporting

25. Team and 1:1 Meetings Review reports Look for easy wins
Look for themes and overlap
Identify opportunity that will require projects
Document planned improvements
Assign action owners
Schedule follow-ups

26. Lessons Learned Have a planning meeting before with Coach
Review the work type categories
Assign sub-groups
Short kick-off with entire team
Directions (DO NOT MANIPULATE)
Definitions
Expectations (timeline, accuracy, etc.)
Action planning meetings
Make sure they happen
Great planning with poor execution is the best way to kill the SMOKE process in the future

27. Lessons Learned Keep the process simple and easy to follow
Can get very complicated if you let it
Some Members will track minute to minute
Timeline is critical
If the process lingers people will lose interest