Tips for Reducing Friction in Processes

10 Ways to Improve Production Flow – Make Work Move, Not Wait Improving flow is one of the most powerful ways to increase productivity, reduce lead times, and lower stress on your production floor. But “flow” isn’t just about speed—it’s about how smoothly and consistently work moves through your process. Here are 10 proven ways to improve production flow and eliminate the hidden friction slowing your team down: ✅ 1. Map the Current Process You can’t improve what you don’t understand. Use a Value Stream Map or process flow diagram to see where the bottlenecks, delays, and loops are hiding. ✅ 2. Switch to One-Piece Flow Move away from batching and aim to process one unit at a time through each step. It reduces waiting, highlights issues sooner, and shortens lead times. ✅ 3. Balance the Workload Use line balancing to distribute work evenly between stations. No one should be overloaded while others are idle. ✅ 4. Standardise Work Consistency is key. Standard Work ensures everyone performs tasks the same best way, helping to maintain flow even during shift changes or staff rotations. ✅ 5. Reduce Changeover Time (SMED) Long setups stop flow. Apply SMED techniques to cut down changeover times and enable smaller batch sizes or quicker adjustments. ✅ 6. Use Point-of-Use Storage Bring tools, parts, and materials to where they’re needed. No more walking across the floor for something used every 5 minutes. ✅ 7. Introduce a Pull System Use Kanban or supermarket systems to control material flow based on demand—not forecasts. This avoids overproduction and ensures smoother movement of goods. ✅ 8. Implement U-Shaped Cells U-cells allow operators to manage multiple tasks in a compact space, reducing walking, WIP, and improving communication between steps. ✅ 9. Remove Unnecessary Movement Review the layout. Are materials zig-zagging across the floor? Straighten the flow by aligning steps in a logical, direct path. ✅ 10. Fix the First Step First Often the problem is upstream. Improving the starting point of the process can unblock flow all the way through.

Hidden friction in your workflow, could have hidden costs…I smooth the friction to save $$$. On a pipeline project, I saw a client burn through 4 days of shutdown time because mechanics were waiting. Not waiting for work. They were waiting for tools and parts. Or walking to get the parts from supply. Then we tried something simple. We assigned a "runner" to deliver what they needed …when they needed it. The mechanics stayed focused on their core work. No more walking back and forth or waiting for parts. Small process changes like this turned the 4-day shutdown into a 1-day shutdown and saved big $$$. This is lean construction in action. On some projects, I’ve used these methods to cut project costs by 56% and schedules by 58%. Without sacrificing safety or compliance. The key? Look for the waiting. Waiting for approvals. Waiting for materials. Waiting for information. Every minute of waiting is friction you can eliminate. How can you limit friction? First, talk to operations personnel from day one. These hands-on experts know where the friction is. They see it every day. Second, look for the signs of friction: - Drawings that don't match reality - Teams unaware of required checks - Constant design changes without updating drawings When you learn to spot friction, you can eliminate it …and the costs and headaches it creates. What friction is hiding in your projects right now? #EngineeringDesign #FacilityEngineering #OilAndGasIndustry

As companies grow, they accumulate "bad friction"—processes that slow people down, frustrate teams, and add little to no value. If you want to keep your company agile, try the Subtraction Game: - Shorten default meetings. In Google and Outlook, reduce default meeting lengths (e.g., make 30 minutes — or even the 25 minute “speedy meeting” — the norm instead of 60) - Challenge teams to cut meetings, emails, and apps by 50%. Ask: What can we remove without losing impact? - Wipe calendars clean. Once a year (or quarterly if you wanna be aggressive h/t Joshua Hone), cancel all standing meetings and see what’s actually missed. - Drop the jargon. Swap out buzzwords for clear, simple language. - Cap email length. Set a 500-word max so people get to the point. Axios' Smart Brevity book and online resources can help with this. - Limit participants. No more than six people in a meeting or interview loop—more requires a strong case. - Turn it into a game. At your next offsite, reward the team that finds the most time savings without sacrificing business results. High-performing teams aren’t just good at adding. They’re disciplined about removing what no longer serves them. For more on this topic, check out the inspiration behind the post: 📚 The Friction Project by Robbert Sutton and Huggy Rao. What’s one thing your company could subtract today? Let me know ⬇️ __ 👋 I'm Melissa Theiss, 4x Head of People and Business Operations and advisor for bootstrapped and VC-backed SaaS companies. 🗞️ In my newsletter, “The Business of People,” I share tips and tricks that help founders, operators, and HR leaders take their tech companies from startup to scale-up.

Engineering Velocity: Reflections on Designing and Building Automotive Body Dies with Minimum Time and Cost After decades in tool engineering, I’ve learned that reducing die lead time comes from eliminating unpredictability across the classic workflow Design, Simulation, Machining, Assembly, and Tryout. When these stages act as a continuous process rather than isolated steps, both time and cost fall naturally. In design, stabilized geometry, controlled radii, and simplified addendum build the foundation for predictable forming. Excessive beads and over-correction might seem safe, but they usually turn into machining hours and extended tryout loops. In simulation, accuracy depends on disciplined inputs material curves, friction, binder pressure. A closed-loop cycle, where compensation updates flow directly into CAD and NC programming, prevents fragmentation and brings the die closer to its real forming behavior before steel is cut. During machining, multi-stage strategies and CAD-driven toolpaths tighten accuracy and cut rework. When the compensated model drives NC directly, machining becomes execution rather than interpretation. In assembly, modular interfaces standardized shoes, pillars, and pockets—reduce adjustment time and make the die’s mechanical behavior more predictable in spotting. Finally, tryout confirms the truth of every upstream decision. Press dynamics and material variability still require refinement, but when the digital preparation is coherent, tryout becomes calibration rather than rescue. Real reductions in time and cost come not from shortcuts, but from continuity when design, simulation, machining, assembly, and tryout reinforce one another with technical discipline and practical insight.

Before You Lock That New System In TEST IT OUT Ever rolled out a new system in your business only to realize… it made things harder, not simpler? 😩 ... Not every shiny system deserves a permanent spot in your operations. Some just need a two-week trial run before you commit long-term. You can do this in 4 simple ways 1. Run It for Two Weeks Don’t announce it as “the new way.” Treat it as an experiment. This removes pressure and lets your team give honest feedback without fear. 2. Track the Friction Keep a note of where things feel clunky; logins, workflows, communication, handoffs. Ask: - What slowed us down? - What worked seamlessly? - What did people avoid using altogether? 3. Measure Efficiency, Not Excitement A new tool always feels exciting at first. But after a week, excitement fades, results don’t. If the system doesn’t save time or reduce errors, it’s not ready to stay. 4. Get Feedback, Then Refine Host a short team check-in: “What should we keep, kill, or tweak?” This gives you clarity before you make anything official. ... Testing before committing saves you hours, money, and team morale. Because the goal isn’t to build a system that looks good it’s to build one that works when no one’s watching. So, before your next system goes live, give it two weeks. Track the friction. Then decide if it’s truly worth making permanent. 👉 If you need help streamlining your business systems and strategy, book a clarity session with me and let’s design what actually works for your business. Dr. Nicola McFadden-Marvin

In business, operational efficiency and sales best practices often collide. A good example is the debate around credit card processing fees versus ACH payments. Operationally, it seems simple: incentivize ACH to save on fees, and if customers prefer using a credit card, they pay a bit more to cover the cost. But when viewed through a sales lens, this approach can backfire. Here's why: When we focus too much on the operational side—saving fees by pushing ACH payments—we may unintentionally create friction for the customer. While it’s great to encourage ACH, some customers might not have the cash readily available and feel penalized for using their credit card. This can lead to hesitation, or worse, delays: “Can we hold off until next month when I get my bonus, so I can avoid the fee?” In this scenario, we’ve added an obstacle. It may feel like the sale is already closed once you’re at the payment stage, but introducing even small barriers can disrupt momentum and potentially cost you the deal. The key takeaway? Operational best practices are critical for margins and efficiency, but they shouldn’t come at the expense of a seamless customer experience. The sale isn’t complete until the payment is processed. Prioritizing simplicity and removing friction ensures the customer journey remains smooth, even if it means accepting a small hit on processing fees. In the long run, you’ll close more deals and maintain stronger relationships by focusing on customer convenience.

What if your leadership is your team’s biggest obstacle? The best leaders clear paths—they don’t block them. Ever felt your team’s productivity stalls for no reason? Here, you’ll learn how to reduce friction in your teams and organization using the 𝗙𝗿𝗶𝗰𝘁𝗶𝗼𝗻 𝗙𝗶𝘅 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸—a simple way to transform chaos into clarity. After decades of consulting leaders and teams, I’ve learned that nobody 𝘪𝘯𝘵𝘦𝘯𝘵𝘪𝘰𝘯𝘢𝘭𝘭𝘺 creates friction, but they do. It starts small—like when I proudly rolled out a new “innovative” approval process. The result? My team spent hours navigating it instead of working efficiently. My good intentions created bad friction. Sound familiar? Here is the 𝗙𝗿𝗶𝗰𝘁𝗶𝗼𝗻 𝗙𝗶𝘅 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 (adapted from 𝘛𝘩𝘦 𝘍𝘳𝘪𝘤𝘵𝘪𝘰𝘯 𝘗𝘳𝘰𝘫𝘦𝘤𝘵 by Sutton & Rao): 1️⃣ Reframing: changing perspectives 📌 Purpose: Reduce friction by shifting perspectives. 🛠️ Actions: Reframe challenges as opportunities for growth or innovation. 💡 Example: A team facing budget cuts turned limitations into a chance to develop creative, cost-effective solutions. 2️⃣ Navigating: finding paths through obstacles 📌 Purpose: Help teams overcome barriers. 🛠️ Actions: Train employees to identify bottlenecks and develop workarounds. 💡 Example: During COVID-19, organizations embraced digital tools to navigate remote work challenges. 3️⃣ Shielding: protecting teams 📌 Purpose: Prevent unnecessary burdens from overwhelming employees. 🛠️ Actions: Leaders buffer teams from excessive meetings, bureaucracy, or toxic behaviors. 💡 Example: Pixar fosters creativity by shielding its teams from corporate red tape. 4️⃣ "Neighborhood" design & repair: local improvements 📌 Purpose: Optimize team environments for collaboration and efficiency. 🛠️ Actions: Simplify workflows, enhance communication, and foster supportive cultures. 💡 Example: A hospital redesigned its ER workflow, drastically cutting waiting times. 5️⃣ "System" design & repair: long-term improvements 📌 Purpose: Reimagine organizational structures for lasting impact. 🛠️ Actions: Implement large-scale changes, like rethinking hierarchies or systems. 💡 Example: Spotify’s squad model enabled faster decision-making and adaptability. Not all friction is bad. Take Amazon’s memo system: teams must write detailed narratives instead of slides. Why? It forces deeper thinking and clarity, ensuring better decisions before action. ✅ Good friction: Sparks debate, critical thinking, and better outcomes. ❌ Bad friction: Drains morale, slows progress and hinders productivity. What’s the most ridiculous process you’ve ever created or endured? Share below—we’ll laugh and learn together!

I enjoyed attending a book talk yesterday from Stanford professors Bob Sutton & Hayagreeva Rao about The Friction Project. ⏳ 📕 Its main point sings to my long passion for viewing TIME as our MOST VALUABLE ASSET in business and teams. The book argues that great leaders are trustees of others’ time and friction fixers who make the right things easier and the wrong things harder. Ideas that stuck with me: 1️⃣ Beware of addition bias — solving problems by adding people, process, steps, tools. Companies do this 100x more than they subtract. This adds complexity and friction. Most "transformation" efforts fail b/c addition bias multiplied by time poverty across the team ⚡ Lead as an "editor in chief" - simplify and translate. Be relentless in fixing or cutting things that distract or bore or exhaust your team. A colleague I respect noted that his org design was built on: "I want to be able (through tech & process design) to handle 3x the load on the team without adding a single headcount" 2️⃣ Play the subtraction game -- ask your team: - What adds needless friction? - What was once useful but not longer is? - What is driving you crazy? Could be data reports, steps in a process for approval or review or requisition, or side projects. Create a prioritized "ridicuLIST" of these time-draining ridiculous things...and fix/cut some every quarter. ⚡ Put a $ bounty for ideas that save X hours. Track progress toward a target (e.g, save one million minutes). Celebrate people saving time (shortening meetings from 30 to 15 mins, reducing attendees) and log these savings 3️⃣ Crush jargon monoxide — reliance on buzzwords that mean nothing (looking at you, synergy, alignment, throat to choke, transformation, circle back, double click, etc), or in-group lingo/acronyms that may ease talking to people in a silo but make it much harder/slower to talk to people across the boundary ⚡Avoid jargon and flush out the old language and acronyms: Speak plainly, like you would to a 5th grader. ⚡ Need help? Ask ChatGPT. Paste in your draft remarks/email/slide and say “rewrite this for a 10 year old” or “shorten this by half” 4️⃣ Some friction is good -- False urgency harms innovation and progress. A good place to invest time: figure out how your team will work (individual user manuals, norms for communication, clear process for escalation and resolving disputes, set ground rules for feedback, continuous improvement, etc). ⚡Check out Atlassian's Working Agreement templates - like a "pre-nup" for team [link in comment]

Most teams try to reduce friction at the action level. Better project plans. More check-ins. More process. More follow-ups. That helps less than people think. Friction usually starts earlier. It starts when people skip the sequence that makes collaboration easy. I teach this as the ROAAR model: Relationships Objectives Agreements Actions Results Most teams rush to actions. But actions move slowly when the first three layers are weak. No relationship trust? Feedback gets filtered. No shared objective? People optimize for different outcomes. No clear agreements? Ownership gets fuzzy. Actions are unpredictable, That is where rework, politics, and friction begin. The work itself is rarely the hard part. The drag comes from misalignment before the work starts. This is why Queen Bee leaders do not begin with urgency. They begin with. First, build the relationship safety that keeps conversations honest. Then align on the real objective. Then make explicit agreements around decisions, ownership, and standards. Now action becomes lighter. Fewer check-ins. Less second-guessing. Less emotional labor. The result is not just faster execution. It is work that moves with less friction. That is the strategic advantage of ROAAR. Which layer is your team skipping right now?

Ever walked through a factory and instantly felt where the “digital gaps” were - before anyone said a word? That's where you need the 'Friction Test'. Digital problems don’t start with technology. They start with friction. You can see it in tiny moments: - An operator flipping through a binder looking for the right instruction. - A planner exporting the same report three times with slightly different filters. - A line manager walking the floor with a highlighter because the system doesn’t surface what matters. - A line where speed is still optimized with an 'automation' that doesn't use data and AI. None of these moments look like “digital transformation problems.” But they are. And here’s the pattern I’ve noticed across dozens of plants - from batteries to pharma to shipbuilding: Digital Transformation starts with identifying Friction. At IndX, we have a simple way to spot them quickly. I call it The Friction Test. It’s not a maturity model. Not a roadmap. Just a sanity check any manufacturing leader can run in five minutes. THE FRICTION TEST: 1️⃣ Repetition If someone has to perform the same digital action more than twice to get the right outcome (refreshing, re-entering, re-exporting) - you’ve found a weak link. 2️⃣ Translation Any time people must translate between systems (copy/paste, screenshots, USB transfers, manual re-typing), the digital thread is broken. 3️⃣ Waiting If teams wait on data, approvals, or system responses, the bottleneck isn’t the process - it’s the architecture. 4️⃣ Workarounds The most dangerous one. If your best people have a “side process” outside the system, the official process is already obsolete. These four signals show up way before outages, errors, or failed rollouts. And once you see them, you can’t unsee them. The point isn’t to fix everything at once. It’s to find the small frictions that compound into big costs: delays, scrap, rework, quality escapes, compliance gaps. And in every plant where we help untangle MES, PLM, APS, or ERP, this holds true: The level of friction you tolerate is the level of performance you accept. This makes or breaks your Digital Transformation efforts.