Understanding Work Simplification: Allan Mogensen’s Five-Step Framework

Introduction

Work simplification is a proven approach to enhancing efficiency, reducing costs, and fostering improved team performance in various industries. It provides a structured way to analyze processes, identify inefficiencies, implement improvements and drive continuous improvement. The methodology, founded by Allan H. Mogensen, emphasizes the organized application of common sense and values the input of those performing the work.

This article explores the origins of work simplification, its evolution as a methodology, and the pivotal contributions of Allan H. Mogensen, who founded the approach in 1932. It delves into Mogensen’s unique emphasis on participative improvement, where the insights and common sense of workers are central to driving meaningful change. Additionally, the article provides an in-depth examination of Mogensen’s five-step methods improvement program, offering practical tools like process charts to analyze workflows systematically. By outlining these principles, it equips organizations with actionable strategies to eliminate inefficiencies, foster collaboration, and achieve continuous improvement in diverse industries.

The Origins of Work Simplification

During a time when efficiency and productivity were becoming essential to economic growth, industries sought innovative ways to optimize workflows, reduce waste, and improve overall performance. Companies and institutions began to recognize that traditional methods often led to inefficiencies and unnecessary costs, creating a need for systematic approaches to improvement. The pursuit of these solutions was fueled by the rapid advancements in industrial engineering and management science. Leaders in these fields emphasized practical tools and strategies to make work processes more streamlined and effective. Among these efforts, the late Professor Erwin H. Schell of the Massachusetts Institute of Technology (MIT) introduced the term “work simplification” to describe this approach. It appears that Schell coined the phrase after hearing Allan H. Mogensen describe his organized, common-sense efforts to improve productivity, saying,

All I’ve done is help the worker use common sense in an organized way to do work easier.

Mogensen’s emphasis on empowering workers and analyzing tasks resonated deeply with Schell, who saw this approach as a perfect encapsulation of practical strategies for improving efficiency and effectiveness. While Schell coined the term “work simplification,” Allan Mogensen formally established it in 1932, as noted in Ben S. Graham’s Detail Process Charting. Mogensen described his work as “the organized application of common sense,” a method centered on involving those performing the tasks to drive meaningful improvements. He strongly advocated for participative improvement, emphasizing the unique insights of workers. This focus on the human element distinguishes work simplification from other methodologies, which often reduce people, products, and information to mere inputs and outputs. Mogensen valued employees as “treasured resources” and “safekeepers of corporate memory,” viewing them as critical to the success of continuous improvement initiatives.

Mogensen’s work also built on the contributions of Frank and Lillian Gilbreth, pioneers in motion study, and others in business, industry, and education. Together, these efforts evolved into a respected methodology for managing improvement and fostering meaningful change.

Allan Mogensen’s Definition of Work Simplification

Mogensen described the simplification of work as a systematic approach to improving methods by identifying and eliminating unnecessary steps, combining related tasks, and optimizing workflows to reduce effort and increase productivity. This process involves a careful analysis of existing procedures to uncover inefficiencies and opportunities for improvement. It emphasizes practical, incremental changes that streamline operations while maintaining or enhancing the quality of the output. Guided by the principle of using common sense in an organized way, work simplification prioritizes simplicity and practicality, ensuring that solutions are both effective and easy to implement. Mogensen believed that this approach not only made work more efficient but also empowered workers by involving them directly in the improvement process.

Mogensen viewed the simplification or work as predicated on active participation by those performing the work. This approach transforms employees into partners in improvement, making the methodology highly effective in fostering a culture of innovation and efficiency.

Key Principles of Work Simplification:

• Eliminate: Remove unnecessary tasks.
• Combine: Consolidate related steps to streamline operations.
• Change: Adjust sequences, locations, or roles for efficiency.
• Simplify: Focus on essential actions that add value.
• Sell: Secure buy-in from stakeholders to ensure successful implementation.

Central to this method is the process chart, which Mogensen described as “the lifeblood of work simplification.” He emphasized its critical role in visualizing workflows, identifying inefficiencies, and facilitating meaningful improvements. The process chart serves as both a diagnostic tool and a blueprint for action, offering a detailed breakdown of every step in a process, including operations, movements, delays, and inspections. Mogensen highlighted its dual function as a guide to improvement and a stimulant for generating ideas, encouraging users to approach tasks with fresh perspectives. While he acknowledged that creating and utilizing process charts requires time and effort, he firmly believed in their transformative potential, stating, “there is absolutely no doubt that it works.” By enabling a structured and thorough analysis, the process chart empowers organizations to uncover hidden inefficiencies, develop practical solutions, and implement changes that yield lasting benefits.

Allan Mogensen’s Five-Step Work Simplification Program

Mogensen developed a five-step framework to implement the simplification of work. This program provides a clear methodology for analyzing and refining workflows.

Step 1: Identify a Job for Improvement

The first step involves selecting a specific task or process that needs improvement. Often, inefficiencies become so routine that they are overlooked. This stage focuses on identifying bottlenecks, time-consuming activities, or processes with high costs.

Tips for Selecting a Job:

• Look for areas where waste is evident (e.g., time, resources, or energy).
• Focus on processes that are frequently disrupted or require repeated troubleshooting.
• Prioritize tasks where improvements can lead to substantial savings.

Step 2: Create a Process Chart

A process chart is an essential tool for visualizing workflows and identifying inefficiencies. It breaks down tasks into individual steps, offering a detailed overview of how a process unfolds.

Mogensen regarded the process chart as “irreplaceable,” calling it both a guide and a stimulant for improvement. He believed that with a properly constructed process chart, all that is needed to improve efficiency is common sense.

Here’s how to create a process chart, based on Allan Mogensen’s nine-point approach:

1. State the Activity Being Studied: Clearly define the specific task or process under review.
2. Select the Subject to Follow: Decide whether to track a person, material, or document through the process. Remain consistent with this choice.
3. Define Start and End Points: Set clear boundaries for the process to ensure focus.
4. Document Every Step: Record each operation, movement, delay, storage, and inspection, no matter how minor.
5. Apply Standard Symbols: Use appropriate symbols (e.g., circles for operations, arrows for movement) to represent each action.
6. Highlight “Do” Operations: Distinguish between setup, value-added work, and cleanup tasks. Focus on the core “do” operations that contribute value.
7. Measure and Record Distances: Note the distance traveled during each movement step to identify inefficiencies.
8. Include Time Measurements: Record time taken for each step, if necessary, to highlight delays or lengthy processes.
9. Summarize Findings: Total the operations, movements, delays, and other actions to create a clear overview of the process.

This comprehensive charting method ensures that every detail is captured, paving the way for effective improvements.

Step 3: Examine Every Element of the Process

With a detailed process chart in hand, the next step is to challenge every detail of the workflow. This involves asking pointed questions about each step’s necessity, timing, location, and method.

Questions to Ask:

• What? What is being done, and why? Is it essential?
• Where? Is the task performed in the best location?
• When? Is this the optimal time for the step?
• Who? Is the right person assigned to the task?
• How? Can the task be performed more efficiently or safely?

This critical evaluation often reveals redundancies, bottlenecks, and opportunities for improvement.

Step 4: Develop and Test a Better Method

Based on the insights gained in the previous step, the next stage involves developing an improved process. This requires creativity, collaboration, and sometimes trial and error to refine methods.

Strategies for Improvement:

• Eliminate: Remove redundant steps.
• Combine: Merge related tasks.
• Reorganize: Adjust the sequence of steps for better flow.
• Reassign: Delegate tasks to more suitable personnel or tools.
• Enhance: Improve necessary steps to make them easier, faster, or safer.

Before rolling out changes on a large scale, test the new method in a controlled environment to ensure its effectiveness.

Step 5: Implement the Improved Method

The final step is putting the new process into practice. This requires careful planning, collaboration, and ongoing monitoring to ensure success.

Key Considerations for Implementation:

• Technical Evaluation: Confirm that the new method improves quality, reduces costs, and enhances productivity.
• Engagement: Involve employees in the process, provide training, and address their concerns to gain buy-in.
• Monitoring and Feedback: Track the process’s performance and make adjustments as needed.

Pilot testing and clear communication can help mitigate resistance to change, ensuring a smoother transition.

The Broader Impact of Work Simplification

Benefits

• Cost Savings: Reducing waste directly impacts profitability.
• Efficiency Gains: Streamlined processes improve productivity.
• Enhanced Quality: Simplification often leads to more consistent outcomes.
• Employee Engagement: Involving workers fosters collaboration and a sense of ownership.

Applications Across Industries

• Manufacturing: Reducing unnecessary motion in assembly lines.
• Healthcare: Optimizing patient intake and discharge procedures.
• Administrative Tasks: Automating repetitive processes like data entry.
• Service Industries: Simplifying workflows to improve customer service.

Conclusion

Work simplification, founded by Allan H. Mogensen, is a powerful tool for managing improvement and fostering meaningful change. Through its emphasis on common sense, participative improvement, and tools like the process chart, it has become a cornerstone of continuous improvement methodologies.

By systematically evaluating and refining processes, organizations can achieve significant cost savings, enhance efficiency, and foster a culture of innovation. Work simplification is more than a one-time initiative—it’s an ongoing commitment to doing things better.