When we’re defining creative processes it’s easy to over-complicate things. Sometimes this is due to the documenters not being familiar with the process, sometimes it’s because we get bogged down in all of the exceptions that occur that seem to … Continue reading
Although I’d be the first to acknowledge their validity and usefulness in managing an in-house creative team, I’m not a big fan of numbers. I barely hobbled through Trig in high school. But the fact of the matter is that … Continue reading
In-house creative services teams with an hourly chargeback model must track their time—often to the quarter-hour increment. The discipline of time tracking can be off-putting for many teams at first, but the advantages of time tracking can’t be ignored, and … Continue reading
As a six sigma black belt, much of my training focused on manufacturing processes. When I work with transactional processes, such as those in creative services, I apply six sigma techniques whenever possible. But I’ve found that often a much … Continue reading
Creative services is one of the last parts of corporate America that has been relatively untouched by Six Sigma. Many manufacturing companies apply it rigorously to their production lines, with the mathematical target of Six Sigma being to get errors … Continue reading
When I first started consulting with creative services organizations I brought a “manufacturing “ mindset which I was anxious to apply to the undisciplined creative world. I knew the organizations I worked with could be much more efficient and productive … Continue reading