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[gtdstudente]

I am copying and pasting from an other thread I replied to in this forum as linking to it doesn’t work - You might find it useful with regards to this particular thread, where usage of LEAN can help out localization of defects and waste in your current GTD workflows/ecosytems:

The automation of the GTD flow from Inbox to Organizing, ensuring consistency and reducing manual input, was developed using principles from Lean/6 Sigma. It began with an As-Is state analysis—essentially an audit of my existing workflow. Much like auditing a production or supply chain process, this initial step involved mapping out the entire clarifying-to-organizing sequence in detail, to capture all current steps I execute without bias.

Recording myself processing around 50 items provided a valuable, unbiased view of my actual steps. This recording served as a basis for Value Stream Mapping (VSM), a visual representation of every step from clarifying to organizing. Using tools like whiteboards or software such as PowerPoint or Visio, I mapped out the process from start to finish. Prior to VSM, I also performed a SIPOC analysis (Supplier, Input, Process, Output, Customer), which helped establish a high-level overview:

• Supplier: Includes both myself and others who place demands on my time or tasks in my workflow.

• Input: All unclarified items from myself or others.

• Process: The sequence of steps I take to clarify and organize.

• Output: Achieving clarity through the organizing step.

• Customer: Ultimately, myself, with a focus on producing actionable steps toward my desired outcomes.

Once I completed SIPOC and VSM, I reviewed the diagram to identify error-prone areas, marking them with red circles to denote areas with potential defects. In Lean methodology, these errors can align with the 7 types of waste:

1. Overproduction: Spending time on items that don’t lead to actionable steps.

2. Waiting: Delays when items pile up without a clear process to address them.

3. Transport: Shifting tasks between platforms without a streamlined flow.

4. Extra Processing: Unnecessary steps in clarifying or organizing.

5. Inventory: Accumulation of unprocessed items that create backlog.

6. Motion: Repetitive actions that could be automated or reduced.

7. Defects: Errors from cognitive drift or inconsistent execution.

Purist will argue that there’s an 8th one - Lack of skills and competences.

With these insights, I then moved to design a Future State Map. This new diagram represented an optimized process, with steps standardized and areas of error reduced through automation—what we refer to in 6 Sigma as reducing process variation.

In practical terms, I developed an interface through programming that acts as a ‘digital gatekeeper,’ automating repetitive steps in my GTD process. Here’s how it works:

1. System-Prompted Clarification: Each item landing in my ‘IN’ folder is automatically prompted with GTD’s clarifying questions—‘What is it?’ and ‘Is it actionable?’ This prevents me from skipping these essential questions or making assumptions.

2. Decision Tree Automation: Based on my responses, the system follows a decision tree that directs the item accordingly. If actionable, it routes to specific categories in my GTD setup, such as Todoist for next actions or OneNote for reference. This ensures items don’t get miscategorized or overlooked. For illustration, here I have developed a 2’ timer floating window for when it branches into “can do in less than 2’”.

Error Reduction through Standardization: Embedding these steps into the digital flow removes the mental load of constantly asking these questions. The system pauses for me at each decision point, helping prevent errors due to cognitive drift or fatigue.

There are additional tools within Lean methodology that can enhance GTD for both ‘As-Is’ analysis and ‘Future State’ designing. For example, measuring Takt Time helps align the pace of processing tasks with the demand for outcomes, ensuring that workflow is efficient and balanced. A ‘LEANed’ process should ideally result in shorter cycle times from start to finish with fewer errors.

Likewise, applying the “5 Why(s) questionning, and/or “Fishbone” techniques enables deeper root-cause analysis of recurring issues, uncovering underlying reasons behind inefficiencies or errors in the flow and providing actionable insights for improvement.

@Y_Lherieau

Thank you for your good GTD contribution

Post Input and prior Process . . . there is 'practically always' Storage, like one's stomach when eating ?

As you see GTD fit. . . .

 

[Y_Lherieau]

@Y_Lherieau

Thank you for your good GTD contribution

Post Input and prior Process . . . there is 'practically always' Storage, like one's stomach when eating ?

As you see GTD fit. . . .

Thank you for your thoughtful feedback and for engaging with this.

You’re right—storage is indeed essential, both in GTD and in LEAN production systems. If we compare this to a LEAN factory producing widgets, storage shows up in two key forms: backlog and WIP (Work in Progress).

In LEAN, the backlog is like your raw material inventory—inputs waiting to enter the production line. In GTD, this aligns with your IN-basket or inbox: unprocessed inputs awaiting clarification.

Once processed, items often move into WIP, representing tasks actively moving through the system but not yet completed. LEAN principles teach us that while WIP is necessary to maintain flow, too much of it creates bottlenecks and inefficiencies—just like overcommitting in GTD can lead to overwhelm and lack of clarity.

So yes, storage is always present—but LEAN teaches us to minimize excess inventory (both backlog and WIP) to keep the system smooth and responsive. The same applies when LEAN thinking is applied to GTD: process fast, limit what stays in WIP, and aim for just-in-time execution.

I’d love to hear more about how you integrate these concepts into your GTD setup.

Thanks again for your valuable input!

 

[samuelethan]

Thank you for your thoughtful feedback and for engaging with this.

You’re right—storage is indeed essential, both in GTD and in LEAN production systems. If we compare this to a LEAN factory producing widgets, storage shows up in two key forms: backlog and WIP (Work in Progress).

In LEAN, the backlog is like your raw material inventory—inputs waiting to enter the production line. In GTD, this aligns with your IN-basket or inbox: unprocessed inputs awaiting clarification.

Once processed, items often move into WIP, representing tasks actively moving through the system but not yet completed. LEAN principles teach us that while WIP is necessary to maintain flow, too much of it creates bottlenecks and inefficiencies—just like overcommitting in GTD can lead to overwhelm and lack of clarity.

So yes, storage is always present—but LEAN teaches us to minimize excess inventory (both backlog and WIP) to keep the system smooth and responsive. The same applies when LEAN thinking is applied to GTD: process fast, limit what stays in WIP, and aim for just-in-time execution.

I’d love to hear more about how you integrate these concepts into your GTD setup nol card balance check.

Thanks again for your valuable input!

thank you so much for your suggestion

 

[gtdstudente]

Thank you for your thoughtful feedback and for engaging with this.

You’re right—storage is indeed essential, both in GTD and in LEAN production systems. If we compare this to a LEAN factory producing widgets, storage shows up in two key forms: backlog and WIP (Work in Progress).

In LEAN, the backlog is like your raw material inventory—inputs waiting to enter the production line. In GTD, this aligns with your IN-basket or inbox: unprocessed inputs awaiting clarification.

Once processed, items often move into WIP, representing tasks actively moving through the system but not yet completed. LEAN principles teach us that while WIP is necessary to maintain flow, too much of it creates bottlenecks and inefficiencies—just like overcommitting in GTD can lead to overwhelm and lack of clarity.

So yes, storage is always present—but LEAN teaches us to minimize excess inventory (both backlog and WIP) to keep the system smooth and responsive. The same applies when LEAN thinking is applied to GTD: process fast, limit what stays in WIP, and aim for just-in-time execution.

I’d love to hear more about how you integrate these concepts into your GTD setup.

Thanks again for your valuable input!

@Y_Lherieau

Thank you very much for your very kind GTD reply

To help have a GTD 'Mind Like Water' as much as musterable;
most of the possible proximate Project ends and immediate Next Action means to their "What Done Look Like" which usually looks like:

'Empty - things - Empty'


'Full - things - Full'

As you see GTD fit. . . .