To improve on any process in your travel practice, you must first have a good understanding and working knowledge of the various steps you use. Yesterday, we introduced the idea of eliminating waste in our travel practice. By eliminating waste, we deliver more value with the resources we have at our disposal. Today, let’s think about the importance of documenting your work-flow. By developing proper documentation, you can better understand the process and then subject it to analysis for continual improvement.
Why document your processes? Most importantly, so you will understand what is working and what is not. Let’s say you have access to fifty client leads over the next couple of months. Some of those clients book with you and others don’t. But can you actually pinpoint the reason why? Read the rest of this entry »
TRO’s 365 Guide is examining the concept of Lean Thinking and how it can be applied to your travel practice. Lean Thinking is “lean” because it seeks to eliminate waste in any process while coming as close as possible to delivering what clients actually value. Waste is a constant in business processes, often slipping in where we least expect it. Certainly you experience waste when you make a presentation that does not result in a travel planning event, or when a client takes your research and books elsewhere. You experience waste when you are on the phone for 45 minutes holding with a supplier. Missed appointments, frozen computers, misunderstandings with suppliers and clients all result in waste and, to some degree, pain. Read the rest of this entry »
This week TRO’s 365 Guide will be examining the concept of Lean Thinking and how it can be applied to your travel practice. Lean Thinking is “lean” because it seeks methods of achieving more with less waste of resources. One of the key undertakings in a Lean Thinking analysis is to understand your current way of doing business and the value your clients derive from all of your activities. Then, the company seeks to improve the entire process, increasing the value to the client and decreasing the waste of time, energy and resources. The desire to constantly improve all of your business processes Read the rest of this entry »
Does the phrase “Lean Thinking” mean anything to you? Several years ago, a group of academics studying the rapid growth of automobile manufacturer Toyota began to research ways of optimizing the flow of products and services in companies. Instead of trying to improve isolated technologies or systems, this group focused on the end result, value to the customer, and sought to improve the entire process horizontally across technologies, assets, and departments all the way to the end user. The emphasis was on value and a strict mandate to eliminate waste. Every process had to increase value to the customer. Anything that did not increase value to the end customer was eliminated from the process.
For the next week, this column will explore the concepts of Lean Thinking and how they might apply to your travel practice. We will examine the types of waste travel agents Read the rest of this entry »
Today I want to call your attention to a word called Kaizen, which simply implies a strategy for achieving incremental improvement. Pronounced Ky-Zen.
On the first day on the first month of every year, it is an American tradition to try to change our behaviors simply by thinking it so. You can say the words, write your lists and dance on one foot until you actually believe that a change is coming. By February 15, at the very latest, you are the same person you left back at the New Year’s Party. Wishing and hoping doesn’t change people. Lists don’t change people. Wanting to change doesn’t change people.
So what does change people? Read the rest of this entry »