2025年3月30日 星期日

The Dental Clinic - "The Smiling Place"

 

The Dental Clinic - "The Smiling Place"

The Smiling Place was a busy dental clinic, helping many patients with their smiles. Sometimes, appointments ran late, and patients had to wait. They wanted to provide excellent dental care efficiently.

  1. At first, the receptionists, the dental assistants, and the dentists all worked at their own pace. The receptionists could check patients in quickly, but sometimes the dentists were running behind, causing delays in appointments. They learned that just one fast step wasn't enough; the whole patient visit needed to flow smoothly.
  2. They focused on providing excellent dental care, but they also looked around. They thought about the patients who needed their help and the dental labs they worked with. Their clinic was part of a larger healthcare system.
  3. The slowest part of a patient's visit was often the dentist's time for complex procedures. This was their bottleneck. If the dentist was booked solid with long procedures, other patients had to wait, even if the assistants were ready. Saving time on check-in didn't help if the dentist was the holdup.
  4. They started making decisions based on seeing more patients and providing high-quality care in a timely manner. They wanted to help more people, manage their staff and equipment costs effectively, and minimize patient wait times. But the most important thing was ensuring patients received the care they needed efficiently.
  5. When they designed new patient intake forms, they thought about how easy they would be for patients to fill out and whether they asked for only necessary information. They even looked at how other healthcare clinics managed their patient flow to find better ways to work.
  6. They offered various dental services – cleanings, fillings, extractions, orthodontics. But internally, they tried to use standardized procedures, equipment setups, and sterilization processes as much as possible. This made their work more consistent and efficient.
  7. The clinic knew that patients' needs and dental technologies would change. So, they designed their treatment rooms and trained their staff to be adaptable, allowing them to handle new procedures and incorporate new technologies when needed.
  8. Sometimes, there were many patients needing routine cleanings, and sometimes there were more complex cases. Instead of having a fixed schedule for each type of appointment, they used flexible scheduling and allocated time based on the actual needs of the patients booked. Their ability to adjust their schedule (their "capacity") handled the different demands, not just a backlog of patients waiting for specific procedures.
  9. They built good relationships with their patients, communicating clearly about appointment times and treatment plans to ensure patients were prepared and the appointments ran smoothly.
  10. They started measuring how many patients they saw and how long they had to wait, not just how busy the dentists were. This helped them see if they were actually getting better at providing efficient care.
  11. They tried to predict how many appointments they would need for each type of service (forecast), but they only prepared the specific instruments and materials right before the patient's appointment (pull). This prevented them from wasting sterilized supplies.
  12. They tried to make their internal processes more consistent. If the setup for fillings was always the same and the sterilization procedures were strictly followed, they could see more patients with fewer delays and less risk of infection.
  13. They paid special attention to the dentists' schedules because their time was often the bottleneck. They made sure the assistants had everything ready for the dentists and that the dentists focused on the most critical procedures during busy times. The other staff members worked to support the dentists.
  14. They didn't try to make every stage of the patient visit take the same amount of time. They focused on ensuring the patient flowed smoothly from reception to treatment to checkout.
  15. They cared more about when the patient's dental issue was resolved than when each individual step of the treatment was completed. To ensure timely care, they added a buffer to the overall treatment plan, not to each individual task.
  16. To prevent the dentists from getting overwhelmed by too many different types of appointments at once, they scheduled appointments in a way that allowed the dentists to focus on similar procedures in blocks of time. This helped them stay focused and see more patients overall.

官署許可司「准行署」

官署許可司「准行署」


准行署者,民之所往,以求官方之許可也。然時有長隊,民多久候。其志在捷速公平地頒發許可。


一、 初,納件之吏、審閱之員、發放之曹,各司其事,步調不一。納件雖速,而審閱或滯,致使批准稽延。遂悟獨速無益,貴在流程之暢達。

二、 其署專注於依規頒發許可,然亦顧及周遭。念及需許可之民,及協同之府,皆與其業相連。

三、 許可之緩,常在於專門之士之審閱,此乃瓶頸也。若專士案牘積壓,則申請稽留,雖他處已備亦無益。徒令納件之吏疾書,於事無補。

四、 其署始以按時頒發更多合法許可為決策之據。欲服更多之民,善控人力之費,力減辦理之時。然其至要者,仍在於捷速正確地將許可送達需者之手。

五、 凡設新式之申請表格,必思其便於民之填寫,及其所索之資訊是否必要。且觀他府之善法,取其可資者而效之。

六、 其署所供甚廣,營造之許可,商賈之執照,駕馭之憑證。然於內,則力求表格之統一,數據之通用,流程之常規。此所以簡其事也。

七、 其署知法規與民需多變,故其流程之設,人員之訓,皆具應變之能,以應新類之許可,調其事宜。

八、 某類許可之申請,或有集中,或有疏散。其署不養冗員,惟善用彈性之聘與跨職之訓,以應高峰。其調度之能,足以濟事,而非徒積案牘以待審。

九、 其署與民之溝通甚暢,明示申請之程與所需之物,以便民之正確高效申請。

十、 其署始以所發合法許可之數,及所需之時為績效之衡,非徒計所收之申請。此所以察其服務民眾之能是否日進也。

十一、 其署雖預估各類許可之申請數,然惟待申請齊備,方始細務之審閱,以防件之不全。

十二、 其署力求內務之程恆常如一。若錄入之法無異,審閱之則有常,則得以更少之失,更省之返工,而批更多之件。

十三、 專門之審閱者,往往為其緩處,故特加留意。常令其案牘齊整,且專注於其專業之要緊處。餘者皆以輔助審閱者為務。

十四、 其署不求各級辦理之速均等,而重在申請之流暢達於終審。

十五、 其署重在民之許可及時而得,而非單步之速成。為保其速,則於總期稍寬,而非於細務之節苛求。

十六、 為免專門之審閱者為繁多之件所擾,則令其案牘按序而入審閱之列,俾其專注,而多批其可。

The Government Licensing Department - "Permit Place"

 

The Government Licensing Department - "Permit Place"

Permit Place was where people went to get official permissions. Sometimes, the lines were very long, and people waited a long time. They wanted to issue permits quickly and fairly.

  1. At first, the application takers, the reviewers, and the issuers all worked separately. The application takers could process forms quickly, but sometimes the reviewers were overloaded, causing delays in approvals. They learned that just one fast step wasn't enough; the whole licensing process needed to flow smoothly.
  2. They focused on issuing permits according to the rules, but they also looked around. They thought about the citizens who needed the permits and the other government departments they worked with. Their work was part of a larger public service system.
  3. The slowest part of getting a permit approved was often the specialized review by a particular expert. This was their bottleneck. If that expert was overloaded, applications waited, even if everything else was ready. Saving time on taking the application didn't help if the expert review was backed up.
  4. They started making decisions based on issuing more valid permits in a timely manner. They wanted to serve more citizens, manage their staff resources effectively, and minimize processing times. But the most important thing was getting permits into the hands of those who needed them quickly and correctly.
  5. When they designed new application forms, they thought about how easy they would be for citizens to fill out and whether they asked for only necessary information. They even looked at how other government agencies designed their forms to find better ways to work.
  6. They offered many different types of permits – building, business, driving. But internally, they tried to use standardized forms, databases, and approval workflows as much as possible. This made their process more consistent and efficient.
  7. The department knew that regulations and citizens' needs would change. So, they designed their processes and trained their staff to be adaptable, allowing them to handle new types of permits and adjust their procedures when needed.
  8. Sometimes, there were many applications for a certain type of permit, and sometimes it was quieter. Instead of having a huge permanent staff for every specialty, they used flexible staffing and cross-training to handle peak periods. Their ability to shift staff (their "capacity") handled the busy times, not just a backlog of applications waiting for review.
  9. They built good communication channels with the public, providing clear information about the application process and requirements to ensure citizens could apply correctly and efficiently.
  10. They started measuring how many valid permits they issued and how long it took, not just how many applications they received. This helped them see if they were actually getting better at serving the public efficiently.
  11. They tried to predict how many applications they would receive for each type of permit (forecast), but they only started the detailed review once the application was complete and ready (pull). This prevented them from working on incomplete applications.
  12. They tried to make their internal processes more consistent. If data entry was always done the same way and reviews followed a standard checklist, they could process more applications with fewer errors and less rework.
  13. They paid special attention to the specialized expert reviewers because they were often the bottleneck. They made sure the reviewers had complete files and focused on the critical aspects of their expertise. The other staff members worked to support the reviewers.
  14. They didn't try to make every stage of the process work at the same speed. They focused on ensuring the applications flowed smoothly from intake to issuance.
  15. They cared more about when the citizen received their permit than when each individual step of the process was completed. To ensure timely issuance, they added a buffer to the overall processing timeline, not to each individual task. 16. To prevent the expert reviewers from getting bogged down by too many applications at once, they managed the flow of applications into their review queue. This helped the experts stay focused and approve more permits overall.

會計事務所「精算閣」

會計事務所「精算閣」


精算閣者,專業理財之所也,助眾多客戶掌其財務。然時有期迫之感。其志在高效而優地服務客戶。


一、 初,佐理、主理、審閱之士,各司其職,步調不一。佐理之輩錄數雖疾,而主理之審閱或滯,致使延期。遂悟獨速無益,貴在流程之暢達。

二、 其閣專注於財務之精確,然亦顧及周遭。念及供數之客,及呈報之府,皆與其業相連。

三、 審計之緩,常在於資深合夥人之終審,此乃瓶頸也。若合夥人案牘積壓,則報告稽留,雖前期已備亦無益。徒令錄數之員疾書,於事無補。

四、 其閣始以按時高質竟其所託為決策之據。欲服更多之客,善控人力之費,力減疏漏。然其至要者,仍在於及時精確交付成果也。

五、 凡處置客戶之資訊,必思其便於客之提供,及閣中之精確處理。且觀他業之善法,取其可資者而效之。

六、 其閣所供甚廣,稅務籌劃,審計驗證,諮詢顧問,薪酬管理。然於內,則力求範本之統一,軟件之通用,審閱之常規。此所以簡其事也。

七、 其閣知客戶之需與法規多變,故其流程之設,人員之訓,皆具應變之能,以應新求,供新務。

八、 客戶之期,或有集中,或有疏散。其閣不養冗員,惟善用彈性之聘與科技之助,以應高峰。其應變之能,足以濟事,而非徒積案牘以待審。

九、 其閣與客戶之交甚篤,明其經營之道,善其溝通之術,以便高效獲取資訊,精確交付成果。

十、 其閣始以按時高質竟其所託之數為績效之衡,非徒計員工之工時。此所以察其服務客戶之能是否日進也。

十一、 其閣雖預估客戶之需,然惟待客戶之資訊齊備,方始細務之運作,以防數之不全。

十二、 其閣力求內務之程恆常如一。若錄數之法無異,審閱之則有常,則得以更少之失,更省之返工,而竟更多之託。

十三、 資深合夥人之審閱,往往為其緩處,故特加留意。常令其案牘齊整,且專注於要緊之處。餘者皆以輔助合夥人為務。

十四、 其閣不求各級會計之速均等,而重在客戶之案牘流暢達於終審。

十五、 其閣重在客戶之報告及時而得,而非單步之速成。為保其速,則於總期稍寬,而非於細務之節苛求。

十六、 為免資深合夥人為繁多之案所擾,則令其案牘按序而入審閱之列,俾其專注,而多竟其審。

The Professional Accounting Firm - "Accurate Accounts"

 

The Professional Accounting Firm - "Accurate Accounts"

Accurate Accounts was a busy firm, helping many clients with their finances. Sometimes, deadlines felt impossible. They wanted to provide excellent service efficiently.

  1. At first, the junior accountants, senior accountants, and reviewers all worked on their tasks separately. The junior team could process data quickly, but sometimes the senior team was overloaded with reviews, causing delays. They learned that just one fast step wasn't enough; the whole process needed to flow smoothly.
  2. They focused on providing accurate financial services, but they also looked around. They considered the clients who provided the information and the government agencies they reported to. Their work was part of a larger financial ecosystem.
  3. The slowest part of completing a complex audit was often the senior partner's final review. This was their bottleneck. If the partner was overloaded, reports were delayed, even if all the groundwork was done. Saving time on data entry didn't help if the final review was backed up.
  4. They started making decisions based on completing more client engagements on time with high accuracy. They wanted to serve more clients, manage their staff costs effectively, and minimize errors. But the most important thing was delivering timely and accurate results.
  5. When they developed new processes for handling client information, they thought about how easy it would be for both the clients to provide data and for their team to process it accurately. They even looked at how other professional service firms managed their workflow to find better ways to work.
  6. They offered various accounting services – tax preparation, audits, consulting, payroll. But internally, they tried to use standardized templates, software, and review procedures as much as possible. This made their work more consistent and efficient.
  7. The firm knew that clients' needs and regulations would change. So, they designed their processes and trained their staff to be adaptable, allowing them to handle new requirements and offer new services when needed.
  8. Sometimes, they had many clients with the same deadline, and sometimes it was quieter. Instead of having a huge permanent staff, they used flexible staffing options and technology to handle peak periods. Their ability to scale their team (their "capacity") handled the busy times, not just a backlog of work waiting for review.
  9. They built strong relationships with their clients, understanding their businesses and ensuring clear communication to receive information efficiently and deliver results effectively.
  10. They started measuring how many client engagements they completed on time and with high quality, not just how many hours their staff worked. This helped them see if they were actually getting better at serving their clients efficiently.
  11. They tried to predict when clients would need their services (forecast), but they only started the detailed work when they had all the necessary client information (pull). This prevented them from working on incomplete data.
  12. They tried to make their internal processes more consistent. If data entry was always done the same way and reviews followed a standard checklist, they could complete more engagements with fewer errors and less rework.
  13. They paid special attention to the senior partner's review process because it was often the bottleneck. They made sure the partners had well-prepared files and focused on the most critical aspects of the review. The other team members worked to support the partners.
  14. They didn't try to make every level of accountant work at the same speed. They focused on ensuring the client files flowed smoothly from initial data entry to final review.
  15. They cared more about when the client received their final reports than when each individual step of the accounting process was completed. To ensure timely delivery, they added a buffer to the overall project timeline, not to each individual task.
  16. To prevent the senior partners from getting bogged down by too many files at once, they managed the flow of files into the review queue. This helped the partners stay focused and complete more reviews overall.

酒肆「味馨閣」

 酒肆「味馨閣」


味馨閣者,市井之食肆也,然時有紛亂。其志在速供佳餚,以悅食客之心。


一、 初,庖人、侍者、洗滌之輩,各司其事,步調不一。庖人烹飪雖疾,而侍者或未備,污皿亦堆積。遂悟獨速無益,貴在上下同心,如水之流暢。

二、 其肆專注於膳食之精美,服務之周到,然亦顧及周遭。念及供蔬之農,運材之賈,皆與其業相連。

三、 食客之待,常緩於炙灶之時,尤以晚市為甚,此乃瓶頸也。若灶上積壓,則餚饌稽留,雖他處已備亦無益。徒令侍者疾行傳菜,於事無補。

四、 其肆始以食客之飽足稱心為決策之據。欲饗更多之客,約其食材之費,省其營運之支。然其至要者,仍在於多悅食客也。

五、 凡新饌之設,必思食客之好,及其烹製之易否,務求味之恆一。且觀他肆之廚房,取其善者而效之。

六、 其肆菜單繁多,南北風味,時令佳餚,甜點俱全。然於庖廚之中,則力求食材與烹法之同源。若湯品之熬製,多用一底。此所以簡其事也。

七、 其肆知食客之味蕾多變,故其菜單之設,廚房之備,皆可隨時調整,以應所需。

八、 客至有時眾,有時寡。其肆不預備過多之食材,惟於客多之時,能迅疾增其烹製之能,以應其求,而非徒積食材以待變。

九、 其肆與供貨之商,田間之農,皆睦鄰友好,通力合作,以保食材之鮮,運送之捷。

十、 其肆始以侍客之數,上菜之速為績效之衡,非徒計庖人之忙碌。此所以察其侍客之能是否日進也。

十一、 其肆雖預估客之多寡,然惟據食客之所點而烹製,不妄備多餘之物。

十二、 其肆力求庖廚之程恆常如一。若烹飪之法精確無誤,器用之運作順暢無虞,則得以更少之耗,更省之失,而饗更多之客。

十三、 炙灶者,往往為其緩處,故特加留意。常令炙灶之庖人,備料充足,且專注於時下之盛饌。餘者皆以輔助炙灶為務。

十四、 其肆不求各灶之速均等,而重在餚饌之流暢達於食客之桌。

十五、 其肆重在食客之全餐及時而至,而非單品之速成。為保其速,則於整體之期稍寬,而非於烹飪之細節苛求。

十六、 為免炙灶之庖人為繁多之單所擾,則令其按序而至,使之專注,而多烹佳餚。

The Full-Service Restaurant - "The Tasty Table"

 

The Full-Service Restaurant - "The Tasty Table"

The Tasty Table was a popular restaurant, but sometimes things got chaotic. They wanted to serve delicious food quickly and keep their customers happy.

  1. At first, the cooks, the servers, and the dishwashers all worked at their own pace. The cooks could make food fast, but sometimes the servers weren't ready, and dirty dishes piled up. They learned that just one fast part wasn't enough; everyone needed to work together as one smooth process.
  2. They focused on making great meals and giving great service, but they also looked around. They thought about the farmers who gave them fresh vegetables and the delivery drivers who brought their supplies. Their restaurant was part of a bigger food world.
  3. The slowest part of getting food to a customer was often the grill station during the dinner rush. This was their bottleneck. If the grill was backed up, meals waited, even if everything else was ready. Saving time on taking orders faster didn't help if the food was delayed at the grill.
  4. They started making decisions based on getting more delicious meals to happy customers. They wanted to serve more people, keep their food costs down, and manage their expenses. But the most important thing was serving more satisfied customers.
  5. When they created new dishes, they thought about what customers would love and how easy the dishes would be for the cooks to prepare consistently. They even looked at how other restaurants, even different kinds, organized their kitchens to find better ways to work.
  6. They offered lots of different dishes on their menu – different cuisines, specials, and desserts. But in the kitchen, they tried to use the same basic ingredients and cooking methods for many items. For example, they used the same stock for several soups. This made things more efficient.
  7. The restaurant knew that people's tastes would change over time. So, they designed their menu and their kitchen setup so they could easily add new dishes and adjust how they cooked things when needed.
  8. Sometimes, lots of customers came at once, and sometimes it was quieter. Instead of prepping huge amounts of every ingredient, they made sure they could prepare more food quickly when it got busy. Their ability to cook more (their "capacity") handled the rush, not just mountains of pre-cut vegetables that might spoil.
  9. They built good relationships with their food suppliers and the local farmers. They worked together to ensure they always had fresh ingredients delivered reliably and efficiently.
  10. They started measuring how many customers they served and how quickly they got their food, not just how busy the cooks were. This helped them see if they were actually getting better at serving more happy customers.
  11. They tried to predict how many people would come each night (forecast), but they only prepped large amounts of food for dishes that were actually ordered (pull). This way, they didn't waste ingredients on dishes no one wanted.
  12. They tried to make their processes in the kitchen more consistent. If the recipes were always followed exactly and the equipment worked reliably, they could serve more meals with less waste and fewer mistakes.
  13. They paid special attention to the grill station because it was often the slowest part. They made sure the grill cooks always had the right ingredients ready and that they focused on the most popular dishes during busy times. The other kitchen staff worked to support the grill.
  14. They didn't try to make every station in the kitchen work at the same speed. They focused on making sure the food flowed smoothly from prep to the customer's table.
  15. They cared more about when the customer got their complete meal than when each individual part of the meal was cooked. To make sure meals were served promptly, they added a little extra time to the overall service expectation, not to each tiny cooking step.
  16. To stop the grill cooks from getting overwhelmed by too many different orders at once, they let the order tickets come to the kitchen at a steady pace. This helped the grill stay focused and serve more meals overall.