Introducing a Method for Reducing Time Loss in Knowledge Work

Time loss and its reduction have been widely studied and practiced in production work, with significant contributions from Taylor’s "scientific management" in the USA, activity sampling in the UK, and the comprehensive approach seen with REFA in Germany. Today, the need to improve productivity and efficiency is also recognized in knowledge work (non-algorithmic office work). However, there is limited published research on time loss in this domain. Key factors contributing to time loss include interruptions and challenges related to information search. Consultant publications often highlight problematic emails and meetings as well. We have developed two methods for studying time loss in knowledge work: time studies using a tailored daily diary, and MyTimeLoss®, which involves the daily recording of loss events via loss cards. MyTimeLoss® is based on six (or seven) loss classes, encompassing 53 (or 61) specific loss reasons (or codes). Participants can record loss events using loss cards, available on both office and mobile devices. Both methods are bottom-up, relying on participant judgment, with participants encouraged to suggest actions for addressing identified time losses. Our practical studies, conducted over more than 10 years in several companies and hundreds of teams, demonstrate that time loss in knowledge work can be reduced through focused improvement actions that target the root causes of the biggest time losses. These changes can be implemented as a one-time project or as part of continuous improvement (CI) initiatives. The results are validated through repeated measurements—specifically, the reduction of previously identified time losses—and through feedback from individuals and teams. The benefits to organizations include increased net working time for knowledge workers, leading to various positive business outcomes. Participants also report less frustration, greater empowerment, and improved motivation. We believe it is time to implement large-scale time loss reduction in knowledge work across both the private and public sectors. We conclude the paper by discussing the implications of our approach for knowledge management research and practice.