KISS your challenges goodbye

KISS, an acronym for “keep it Simple, Stupid”, is a design principle noted by the U.S. Navy in 1960. The KISS principle states that most systems work best if they are kept simple rather than made complicated; therefore, simplicity should be a key goal in design of any management system, and unnecessary complexity should be avoided.

Other acronyms often used with KISS: “Keep it Short and Simple”

So, in today’s discussion we will look at ways to apply simplification to management systems and the benefits of a simplified management system.

Most management systems we come across when we work on improvement practices, is really built on a foundation that was reactive. Reactive in the sense that it was only built or developed in response to customer specifications or standards and not as a core value or principle for the business. Systems like these are normally insensitive, intimidating and could in most cases be a distraction to management. It has a focus of compliance (reactive) and not one of adherence (proactive).

Complicated management systems are really demanding and requires a lot of power (energy) input. A simplified management system in return is one that is powerful, and that will ensure that the system provides the power (support to management) instead of the system requiring a lot of power.

In recent months It has been well noted in our service experiences that there is an increased need for simplicity in the systems. But simplicity requires a charismatic and visionary leader. Why do I say this? Because it takes these kinds of leaders to be strong, clear minded and willing to risk simplicity. A false sense of comfort is sometimes a result of complex systems.

Leaders need to be sensitive to their own business culture. In a previous article – Culture in business we looked at the importance of establishing a business culture. In this article we are saying leaders that embrace KISS principles are sensitive about current cultures inside their organizations, but also need to focus on what future culture expectation. A culture that is not fearless, well skilled, and well informed. And then have a clear plan of execution

Simplified systems are well rewarding. There is a lot of power in simplicity, and one benefits the jumps out is that employees are fearless when using the system. They are not scared to use it, because they understand. The understanding can only happen if management systems are developed in a well-defined way. A management system should have

• A clear company vision and goals for the relevant topics (policy)
• Be clear on the “”What we do”” questions of the business (Processes and Procedures)
• Be clear on the “”How we do it”” statements
• Record and store evidence or results
• Communicate what is important and not negotiable in terms of processes or practices
• Expectations well defined. What does success look like (or compliance)?

Real leaders are confident enough in their systems and employees that they do not micromanage. Micromanagement normally results into a complicated management system. Managers need to start managing outcomes or results. If the outcome or result is unsatisfactory, let employees redo this. (PDCA – Plan, Do, Check, Act) This process can only work in that order – Plan, Do, Check, Act. If any one of the steps is missing, it will require too much management time and effort on the wrong things. Do not be reactive and make the system more complicated – just train and redo.

Be interested in your people. Help them to understand better and encourage them to invest in themselves to understand better and deliver better results.

A great resource that you can consider reading is a book written by Ken Seagull – “Think Simple – How smart leaders defeat complexity”. Ken uses his experience as marketing guru for Apple and explains how Apple under the leadership of Steve Jobs was built on the principle to bring a solution that is simple to use. That was the start of a hugely successful organization.

But HOW?

• Less is more. In the description of process – do not over complicate. Do not use too many words. Be illustrative and rather spend more time on training processes.
• Access to information – Make sure that the systems is designed so that more employees and management have access to information. Information about
  • Process and procedures (Do not keep then on PC only for an auditor)
  • Management roles and responsibilities – Where do they access help?
  • Data – Data helps with understanding and decision making
  • Communication – What formal and informal opportunities exist for employees and management to get feedback on performance. And important is the two-way communication systems. Always return the call – by this we mean that management systems should allow for a quick response to and positive or negative communication
• System design should be one where the system is working for you and not you for the system. If you spend too much time on updating, reviewing and renewals – you are working for the system. When we say the system should work for you – we are motivating simplicity where you get feedback quick about performance to the applicable standard, specifications, or criteria.
• Simplicity looks visually different. You do not get lost in your own systems. Everyone knows exactly where to find the answer
• Simplicity feels light – It is not a burden, but an asset.
• Manage the system with minimal effort. A well-designed system based on KISS principles is easy to manage

Leaders need to find that sweet spot where there is a balance between quality, compliance, risk, and convenience. Know where the outcome may be impacted in such a way that will compromise your own internal values or goals. (Critical Control Points) And be sure to manage those with extra care.

Simplicity is a known fact for consumer satisfaction, but it requires smart people to design simple systems. Rather have small groups of smart people that bring smart solutions. Sometimes we over engineer by involving too many parties.

KISS may in some cases require you to swim upstream, back to your origins and look at original core values of your business. That pure vision is in most cases the most honest and simple versions of Why We Do Things. It keeps management accountable to original goals

The challenge for today is to KISS your challenges goodbye. Trust your processes and let smart people be responsible for smart results.

Skyvines Greetings