WHAT OUR CLIENTS ARE SAYING
"The WorkLean Architecture and work Process reduced the time I lost to administrative issues, and enabled me to spend more time with patients."
- Lisa M. Goldfarb, M.D.
Assistant Clinical Professor
NYU School of Medicine
FROM LEADERS WE ADMIRE
"To be effective, every knowledge worker. . . needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours."
- Peter Drucker
The Effective Executive
1967
Leveling; smoothing out the flow; e.g., doing two performance evaluations a day for 3 weeks, rather than ten a day for three days -- and then needing to take a vacation because you're so burned out.
Overburdening people, process, or equipment; e.g., people working 100 hour weeks for months on end -- come to think of it, like most lawyers and accountants.
Uneveness or variability; e.g., leaving work at the normal time on Thursday, but having to stay at the office till midnight on Friday because the boss finally got around to giving you that project...at 4:30pm.
Waste; activities that your customer doesn't value and doesn't want to pay for; e.g., billing your customer for the really expensive 10am FedEx delivery because you didn't finish the document on time.
TimeBack Management Survey Results
Click here to take the TimeBack Management Survey.