What to Expect:

What you can expect from me and my process:

I aim to represent ‘Derrick Mains The Process Fixer’ well.

Straight from the lead Cartographer’s mouth:

My aim is to simplify this process for you,

Making your business system, as Joe says ELF

So easy, lucrative and fun that your community raves about you!

Whether you choose DMTPF or me:

the system_ is a succinct way of thinking about your business to accomplish goals that you cannot accomplish in other ways. 

We are a firm believer that you cannot fix what you cannot see. 

Consider how our work has changed:

No one can just walk up to your desk and see your inbox and outbox. 

These things are now virtual.  Because you can no longer see the flow of work through your business, you need a methodology allowing you to visually identify where the challenges, problems and bottlenecks are.

You need to create a visual representation of the work so we can all stand back and abstract and strategize from our work in order to build resilience in that system of yours.

This mapping piece is critically important. 

This is just 1 of 4 steps in our system:

• Map
• Measure
• Manage
• Mobilize

The mapping piece is the most important. 

Visualizing the work:

Allowing people to stand shoulder to shoulder looking at that object (your business)

Asking themselves how do we optimize and improve this?

Mapping answers questions:

• Did I know this was the path we take? 
• Are we using the right tool?
• The right resources?
• The right people?
• The right pricing?
• Where is the pain, restrictions and bottlenecks?

Mapping is just a way of communicating. 

We call it Actions Results.

Thinking is a modality, listen to Derrick talk, he’ll tell you…

Mapping allows you to set boundaries: 

• Where work happens
• Inside both departments and functions
• Pass off and handoff points between those departments

As we all know, this is where a lot of things break down, between departments, between functions and roles.

So, we want to make sure we map those things out clearly and identify those so we can understand what stands in the way. 

We also need to understand the capability of our company and our processes. 

What is your business capable of? 

• If you did $10M last year, could you do $20M with the same headcount? 
• When do you need to improve that headcount? 
• When do you need to improve your systems? 
• When do you need to upgrade your ERP or CRM? 
• When do you need to know those things? 
• How do you know those things? 

I will be helping you determine the capability of processes so that you understand what a process is capable of.  Then,

Once it begins to reach its capability, of course it will break, because

That map was designed to reach that capability. 

Then, we redesign it to reach the next place and so on.

If I am climbing up to change a light bulb in my house, I do not need a 60 foot ladder, a fire truck or crane to do this? I understand the capability; the height of the ceiling, the height of my ladder.  I take the combination of the two and use the right tool to accomplish the job.

It is also important that we do stress tests on our business.  A stress test can be performed by actually putting a map up on the wall, understanding flow, the volume and speed in which things flow through the organization and then asking questions:  Could we do 10% more? 

Walking through that scenario, really being able to give you an early warning and an understanding of what is going to happen if you reach those limits, if you begin to exceed the capabilities of your systems.  This gives you incredible amount of piece of mind because it really becomes an early warning system. 

It really becomes a buffer, a stress test.  It allows you to add diversity to your business, to become antifragile in your business, and really accelerate that through this recursive self-improvement of process:  Constantly going back to the process, improving the process, making the work easier.

People should be able to get significantly more work done every single year BECAUSE you have improved their process and automated their process.  So,

It isn’t like we need to hire new people to do the work. 

Just use the new capacity you have built in your existing people and you deploy them into that new work because that other work has been automated or at least remedied to a point where it is simple to do.  See;

We do not need to design our businesses for our clients. 

We need to design our businesses for the people who spend the most time with them:  The employees.

By doing this, the byproduct is A BETTER CUSTOMER EXPERIENCE. 

This is why we need that piece of mind. 

Derrick or I, are going to teach you this AR thinking, AR mapping, AR modeling.

We may even get away from the word MAPPING.

This is not about just putting the history up on the wall. 

This is thing is living and breathing. 

We are building a MODEL so we can test that model and we can begin to talk about acceleration through that model.

As black swan events reveal themselves,

You will start to understand HOW we need to shift.

We are adjusting the rudder on the ship, getting it we want it to be.

Many processes are Sufficient, but

They are not Efficient, and

Certainly not RESILIENT. 

With the uncertainty in the world right now, where we are one Tweet away from war or change in pricing… this is not a political statement, it is just a reality of how the world works today.  We have a lot of geopolitical conflict.  We have a lot of challenges going on around the world.  These things require us to be resilient in our business.  To not just sit on the side and wait for things to happen, but to make things happen, to be forward thinking in our processes.  This is the important part.

We have to document and lay out our processes so people understand how the work gets done.  We have to have a place where we can have that single source of truth.

Once we begin putting these things up on the wall and start to understand the map, either digitally or on a wall, we can start to understand what needs to be remedied in order to allow the capacity of that system to improve and increase so that more work can be done at less cost.

If you can get 10% more work done in your business, without raising your prices, without paying more for labor, overhead, what would happen? 

You would still get a higher percentage of profit on that work because it is being done with less resources. 

This is about managing and modeling the resources in your business. 

We call this the aggregation of marginal gains. 

Find something we can improve upon: 

Log and Snail. 

We are going to hunt down and destroy the slowest part of the process. 

Start asking every employee: What is standing in your way from doing better work?  Then listening to them and doing those things. 

Or pay me to do this for you.

You want lots and lots of different options so that you can change your mind. So you can do things a little bit differently, if need be. How do you stay relevant? 

Think about musicians:  You have to explore your options.  You have to be resilient.  Willing to change. Try something different.

We will work with you so that everybody in your organization can participate in the process mapping part of this and understand how the work gets done.

We will advise you who needs to be in these meetings. 

We will teach you overlays, that once you get a map up on the wall, you can start to ask dozens and dozens of questions:

• How long does it take to get from here to here?
• What software system do you use?
• What is the FTE (full-time equivalent), the resources needed to go from here to here?
• What is the best time we have ever done that in?
• What is the average time?
• What was the average time last quarter/ year/ month?

We are so used to measuring HOW MANY that we rarely measure HOW LONG. 

We are going to teach you how to control time with this methodology.

We are going to teach you that resilience versus resistance. 

How do you design a business that is resilient where people are not resistant to you?

We are going to create a single source of truth:  One central place where everyone in the organization can go to find everything they need to know about process and systems and who does what and where it is done, how it is done…  It is all connected together. 

Whenever you are ready to run workshops with the people inside your company,

I will be here, helping you discover the profound knowledge hidden right underneath the surface.

We are going to give you this top navigation chart of your organization.  This flow logic map that shows the order of operations, each process in order, how they are performed.  We are going to lay all that out, make this clickable so you can find anything you want inside the organization.  You can simply and easily navigate through levels of fidelity to find more and more information and data about how your system works. 

I Subscribe to the Process Fixer’s monthly webinar.

Derrick offers dozens of exercises

If you choose the weekly virtual sessions,

In our final session together,

I will be teaching you how to perform QQC charts and fourth dimension time planning.

Helping you analyze the business,

We give you these types of tools, both things that we have created and things that have been used for over 100 years, out there in the statistical control process to help you gain control of your system.

In the end, it is all about your system.  Your people are not the problem.  The system is the problem.

We talk a lot about DR. W. EDWARDS DEMING.

He identified that 94% of business problems are systems and process problems. 

Most “problems” have nothing to do with people. 

If the system had been improved, the problem could not have happened in the first place.

This is what resilience is:

It is about systematizing and building your business and making it RESILIENT.

In the end, this is about thinking how the team operates together. 

One of the things you find in doing this work is an incredible level of empathy that is birthed through these organizations because people stand at a wall together or at a screen together.  They do not blame each other.  They are not looking face to face.  They are standing shoulder to shoulder and they are blaming the process, asking “How do we improve this?”

What is the “log” standing in their way?

Remember: We need to design our businesses for the people who spend the most time with them:  Employees

This is what you need inside your organization:

You need a well designed system.  Your system is the problem.  Our system is the solution.  This may seem like simple maps, however it is much more.  This is about thinking, communicating, modeling, designing and building a business that is resilient even in the face of all the change on the horizon.