VSOW Method + Tools
The VSOW tools assist employees in documenting, analyzing, evaluating, and reviewing on-going business performance. By combining the VSOW tools, both small business owners and employees can discover the best way to run their business.
“The System of Work approach to looking at a business function such as transportation has been hugely helpful. When I show a client the basic system of work for transportation and ask, “Does this describe what you do?” they always say yes. From there, it has been very easy to find common ground for discussion, and for helping clients focus on their pain points. We have added on for warehousing too.”
– Peter Ward, Director Supply Chain Solutions Hitachi Consulting
Twelve Tools for Helping Your Business Get Better
Below is a description of what the VSOW Tools are intended to do; (the “Job To Be Done”) and the setting where they are used, (“Context of Use”). This information provides the foundation for the tools to be implemented within a business in order to produce a greater flow of products, services, and information throughout.
1. Functional Organization Chart
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Job to be Done
Shows the overall view of the ‘Team’ by documenting which person is accountable for each role or key position within a business.
Context of Use
Note: The first three tools are normally done with the facilitator and the business owner. Functional Organization Chart helps the business owner convey who is working with whom and how they work together.
2. Strategic Planning Sheet
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Job to be Done
Used to understand and discuss the ‘current’ business reality and opportunities to make money and generate cash.
Context of Use
Strategic Planning focuses on how the business makes money.
3. Break-even Point / Financial Plan
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Job to be Done
A method to track, monitor, and report a business’s ability to make money and generate cash.
Context of Use
The Break-Even allows the business owner to establish the units required to begin to make money.
4. 3-Questions
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Job to be Done
80/20 focus on “What’s important?” (Believable and Attainable)
Context of Use
During the project kick-off meeting, the Management Team reaches consensus from the 3 questions on the vital few improvement actions to take to make money and generate cash.
5. Project Planning Sheet (5W-2H)
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Job to be Done
Answers to these questions enable projects to be completed on time and within budget.
Context of Use
Based on the vital few improvement actions, a Planning Sheet is created stating the What, Why, When and Who (the team will assemble to provide the detail). The items are then put into sequence with due dates. Each Planning Sheet will be given back to the Management Team to endorse the required actions and understand the impact of the capacity of the employees. Once the project sheets are reviewed, the Project Teams will be engaged in addressing each action item. This process helps build trust among all employees.
6. System of Work (Macro Flow)
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Job to be Done
Shows a business’s ‘whole system’ and ‘key interfaces’ (leverage points). Useful for developing procedures, work instructions, and continuous improvement projects.
Context of Use
What is the overall system of your business? Create a Whole System Map showing the whole system of the business and key interfaces. This becomes the foundation for developing procedures, work instructions, and continuous improvement projects. Successful organizations are led and operated in a systematic and visible manner. By viewing workflow as a process, employees develop a shared understanding of how work flows through the system. The Whole System Map provides the framework that shows employees where they fit into the business and how their individual actions may influence the company’s overall performance.
7. Scoreboard
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Job to be Done
Measures progress relative to business objectives. Promotes feedback and accountability.
Context of Use
Knowing that you are winning is essential. The Whole System Map becomes an important reference document when understanding what it means to win and the Scoreboard shows you if you are winning. The Scoreboard may be a combination of the key Lag and Lead Metrics that is based on the Financial Break-Even Point. The Scoreboard becomes a vital document to be reviewed to support efforts throughout the Enterprise. Usually there is a person responsible to maintain the Scoreboard – a Manager or another team member.
8. Procedures (Process Maps) / Work Instructions
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Job to be Done
Explains how to execute business activities. High level, complex steps and instructions are provided in more detail.
Context of Use
Within each function of the Whole System Map are procedures for how work is done. A flowchart should be created for the procedures that have the greatest impact on delivering on-time, complete, and accurate products and services. Understanding the handoff between procedures is critical, ensuring that the giver and the receiver of each handoff have a shared understanding of how to work together.
9. Task Matrix
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Job to be Done
Enables employees to have a shared understanding about what to do, when to do it, and the time needed to successfully complete the task.
Context of Use
For a business to be successful, it is critical to do the right thing, at the right time, and do it right. The Task Matrix documents who is doing what in relation to the work procedures. The Task Matrix is a simple method to document what every employee does on a daily, weekly, and monthly basis.
10. Time Matrix
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Job to be Done
Confirms an employee’s understanding about ‘doing the right task at the right time.’
Context of Use
A Time Matrix will help align individual employee tasks with other employees, departments, and meetings. It also helps create the time necessary for “deep work”.
11. Meeting Matrix/ Meeting Agendas
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Job to be Done
Used to determine that the meetings are important, necessary, and have the appropriate agenda. Helps to establish a ‘Meeting Rhythm’ within a business.
Context of Use
Every employee in a business should participate in some meeting or daily huddle. This will assure that clarity, accountability, and communication is fostered throughout the business. Meetings help eliminate constraints and get more work done faster. A Meeting Matrix helps to determine what meetings are necessary to operate the business. A Meeting Agenda (The Planning Sheet) helps to keep a meeting stay on course to achieve the desired outcomes. These two tools will help achieve a ‘meeting rhythm’ within a business, where team members really get to know, understand, and trust each other much better and everyone within the business is helping to promote ongoing. continuous improvement.
12. TIP (Throughput Improvement Plan)
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Job to be Done
Identifies constraints (interferences) that slow down or stop the flow of work. Focuses on increasing the speed of workflow and enhancing opportunities to make money and generate cash.
Context of Use
To improve the workflow of the business. TIP offers a simple and powerful process for selecting and attacking workflow constraints. The business will be better equipped to address the areas that are constraining flow once it is stabilized by using the other VSOW Tools. Greater opportunities for making money and generating cash are created by identifying “leverage points” within a system that have the potential for producing more and more. faster and faster. With the use of the Task Matrix. the Meeting Matrix, the Time Matrix, and the results seen in the Scoreboard. the TIP can be utilized on an on-going basis to increase throughput as further constraints in the “leverage points” are discovered.
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