Streamlining Communication in the Digital Age: Rethinking Emails Through a Lean Lens

As quality improvement practitioners, we've been discussing "lean" and Six Sigma in manufacturing and service processes for quite some time now. However, as our world and communications become increasingly digitized, it's imperative to assess whether our communication methods align with lean principles. This post specifically addresses emails.

I've devoted considerable thought to how work-related emails or text messages can support efficient and effective communication. Through this contemplation, I've distilled a simple and easy-to-remember rule:

If you wouldn't mail it, don't email it!

This rule underscores the fundamental purpose of emails and text messages: one-way, asynchronous communication. Before hitting send on an email, it's essential to ask yourself: if email or text messaging weren't available, would I resort to sending this via mail? A lot of times, the answer is yes. For instance, when disseminating information to employees about opportunities or competitions, emails efficiently replace traditional paper-based communication methods. However, there are instances where sending a letter wouldn't make sense. Consider a scenario where a student encounters difficulties with a problem on a Friday night. Would they go to the extent of mailing a letter requesting assistance, knowing they'll see the instructor during class on Monday and can also visit the instructor's office during office hours? Likely not. This is because mailing a letter would delay their query (waiting for the instructor to receive the letter, write/type the answer, and mail it back!), and they'd miss the opportunity for immediate clarification during class.

I have observed meetings concluding with the phrase: "We'll keep in touch via email." This approach is counterproductive. The purpose of a meeting is to reach resolutions in real-time. Outside of the meeting, individuals should be empowered to work independently or defer further discussion until the next meeting if necessary. If additional refinement is needed, reconvening at a later time is more conducive to productive collaboration. Also remember, the amount of work assigned to individuals for outside of meetings needs to be measured and agreed on otherwise productivity will be hugely compromised.

Here are some best practices for sending emails to ensure they align with lean principles:

1. Sending supporting documents after discussing a matter: This is essential for record-keeping purposes. For example, after a phone call or meeting where a topic is discussed, follow up with relevant documents or resources to ensure clarity and provide a reference point for future discussions.

2. Sending instructions: Clear, concise instructions sent via email can help streamline workflows and reduce misunderstandings. Receivers of this sort of emails can save them for future use. For complex tasks or processes, consider breaking down the instructions into actionable steps for better comprehension.

3. Sending calendar invitations AFTER the schedule is set: Utilize efficient and effective methods such as phone calls or scheduling tools like Doodle or Calendly to finalize meeting times. Once the schedule is confirmed, send calendar invitations to ensure all participants are aware of the meeting details.

4. RSVP to public events: When organizing public events or gatherings, sending RSVP emails can help gauge attendance and make necessary arrangements. Include clear instructions for RSVPing and provide any additional information attendees may need (address, dress codes, etc.).

5. Information sharing: Emails are a convenient way to share information such as updates, announcements, or relevant news with stakeholders. Ensure the information is relevant, timely, and presented in a clear and concise manner.

6. Meeting minutes: After meetings, sending out concise summaries of key discussion points, decisions made, and action items assigned. This helps ensure everyone is aligned and accountable for their respective tasks.

7. Links for surveys: When conducting surveys or collecting feedback, email is an effective channel for distributing survey links and encouraging participation. Clearly communicate the purpose of the survey and how the feedback will be used.

8. Copies of receipts: For expense reimbursement or documentation purposes, sending copies of receipts via email can streamline the process. Ensure the receipts are legible and include relevant details such as the date, amount, and purpose of the expense.

9. Automation emails: For routine tasks such as order updates, subscription renewals, or appointment reminders. This reduces manual effort and ensures timely communication with stakeholders.

   Sharing Links for Data Collection: Let's say in a meeting you ask everyone to share their thoughts or decisions or ideas somewhere. Create a spreadsheet and share the links to everyone

In summary, it is best to use text and email when a response (especially an immediate one) is not needed. By following these best practices and reevaluating our approach to email communication, we can streamline workflows, improve efficiency, and uphold lean principles in the digital age.

Here are some examples of when not to use emails:

Scheduling meetings: Instead of sending back-and-forth emails to find a suitable meeting time, have someone call everyone to determine the best time. Utilizing office hours and an office phone line can streamline the process by allowing individuals to visit in person or call during designated times.

Sending email requests for immediate document processing: Sending emails asking someone or everyone to process documents immediately may not be practical. Individuals may not have the necessary time or instructions to complete the task promptly. This approach is only feasible when the workflow of repetitive tasks is clearly defined and email is used only for sharing the document.

Asking technical questions: Complex technical inquiries are better addressed through direct communication channels such as phone calls or face-to-face discussions. This ensures clarity and allows for immediate clarification if needed.

Asking personal questions or seeking advice: Personal matters or seeking advice on sensitive topics are best handled through private conversations rather than email, which lacks the personal touch and confidentiality of direct communication.

CC-ing people in long email chains expecting them to research: CC-ing individuals in lengthy email chains and expecting them to research the content to determine action items can be inefficient and burdensome. Instead, clearly communicate expectations and action items directly to the relevant parties.

In summary, the simple rule is: if immediate response is required, handle it differently. By recognizing when email may not be the most effective communication method and utilizing alternative approaches where necessary, we can streamline workflows, improve efficiency, and uphold lean principles in the digital age. This approach creates ample free time for production and value-adding in visuals to focus on content creation, creativity and recharging, rest or maintenance.

Javad Seif, PhD, ASQ-Certified Quality Engineer, Certified MBTI Practitioner