After 2001 -- Diagram Six

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After 2001: Our Neotech World

Diagram Six

The Rich Man's
Same Three Days Of Tasks By Physical Movements

Physical Movement #1: Phone Calls

*  Call Stuart                          *  Call La Opinion
*  Call KCI                             *  Call Blue Cross/Blue Shield
*  Call Jim T.                          *  Call Newsletter Management
*  Call InterMarket                     *  Call Lori D.
*  Call Video Shops                     *  Call LA Times
*  Call Data-For-Graphics               *  Call Metro Mail
*  Call Better Investing                *  Call PSA
*  Call Don P.                          *  Call National Enquirer
*  Call Bill L.                         *  Call Stuart, Mega Media
*  Call Maclean Hunter                  *  Call West Coast Video

Physical Movement #2: Letter Writing

*  Write Nightingale-Conant             *  Write Bernard M.
*  Write Stuart                         *  Write letter for authorities
*  Write e-mail to British authorities  *  Write HUME
*  Write e-mail to Peter R.             *  Write exploding-envelope letter
*  Write e-mail to Francis, Ireland     *  Write Canadian DMA
*  Write Newsletter Management          *  Write e-mail to Peter R.
*  Write Brian K.

Physical Movement #3: Copy Writing

*  Script for Video Production          *  Write outline, start writing
*  Edit Helen W.'s new product             joint book with FW

Physical Movement #4: Accounting

*  Study costs                          *  Understand HW's procedures
*  Review invoices                      *  Correct Andrews invoice
*  Review records                       *  Data review

Physical Movement #5: Meetings and People

*  Meet with Keri                       *  Meet with Kay
*  Meet with Helen                      *  Meet with Shelly
*  Meet with WW                         *  Meet with Keri
*  Meet with Melinda                    *  Meet with WW
*  Meet with Vicki

Physical Movement #6: Operations

*  Corrections expl. envelope           *  In-basket each day
*  2nd-class application                *  Sections for inspection
*  Interviews and training              *  Study job file
*  Strategic Investing insertion        *  PO to Linden
*  Prepare for European trip            *  Layout for newsletter
*  Train new employee                   *  Mock exploding envelope to Don

Similarly, my complex mini-company broke down to a few fundamental movements. Just as the many colors and many shapes all reduced to a few fundamental colors and shapes, the many projects and deals in my mini-company all reduced to a few fundamental movements. I interlocked all the little tasks of those handful of basic movements by the hundreds to perform advanced business moves with amazing speed, power, and control. The ability to manage complex mini-companies became quite simple and efficient, as follows:

Just like in my Vision, after determining my basic movements, I determined the approximate activity of each movement. In other words, I estimated the percentage of my 10-hour day that I should devote to each movement. Recognize that I estimated what I should devote, not necessarily what I was devoting at the time. I estimated the following percentages:

(1)	Phone Calls	20%	or	2	hrs.
(2)	Letter Writing	15%	or	1.5	hrs.
(3)	Copy Writing	10%	or	1	hrs.
(4)	Accounting	20%	or	2	hrs.
(5)	Meetings	15%	or	1.5	hrs.
(6)	Operations	20%	or	2	hrs.

Then, as in my Fourth Vision of the new code, I made a daily schedule as follows:

8:00-10:00am	Phone Calls (2 hrs.)
10:00-11:30	Letter Writing (1.5 hrs.)
11:30-1:30pm	Operations (2 hrs.)
1:30-2:30	Copy Writing (1 hrs.)
2:30-4:30	Accounting (2 hrs.)
4:30-6:00	Meetings (1.5 hrs.)

Now, look over my schedule, "Three Days Of Tasks Interlocked" on the next page. I did not schedule my tasks to time as did the traditional daily schedule. I scheduled my physical movements to time (just as the assembly-line did not schedule tasks to time as in the hand-built days; it scheduled the physical movements to time stations).

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