Business Systems and Processes.

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12 Principles of Business Improvement

Recently, I watched a two-hour documentary on the rise of Walmart. A regional manager said, “We get up every morning running scared, trying to figure out ways we can improve.” The narrator added, “Most of Walmart’s improvements come by taking cost out of the business.” An unrelenting focus on improvement has made Walmart one of the great international success stories.

Improve Profit by Cutting Cost

YOUR primary improvement project is also to take waste out of your business processes, the defects, and delay that increase cost and diminish customer loyalty.

You know what needs improvement; it comes from personal frustration, customer or employee feedback, and performance or financial data.

There is waste in all business processes—marketing, operations, and administration—whether in the office, the store, or the workshop/factory. Your business is no exception!

Principles of Improvement

One day, I began noting some principles that govern business and process improvement. I have compiled a list of twenty-three that can be found in my eCourse; I’m sure there are more. Twelve principles are listed below. Ponder each one carefully. Their application could profoundly affect your organization.

  1. Continuous and unrelenting effort to improve business systems and processes is the only way to develop excellence in people and organizations.
  2. Improvement activities focus on providing the customer with the best value by removing waste from the organization—defects, delay, and the resulting higher costs.
  3. All organizational improvements begin with personal improvement, a passionate desire to learn by individual study, formal education, experience, and mentoring.
  4. Improvement follows the discovery and application of laws, principles, and best-known practices that govern the outcome of a specific endeavor.
  5. The Universal Law of Cause and Effect determines all process improvement outcomes; only by improving the inputs to a process can you influence the output or results.
  6. Improvement is the result of painstaking preparation, documented goals and procedures, measured performance, and persistent learning.
  7. Standardized tasks are the foundation of improvement and empowerment of people.
  8. To improve the performance of any activity, increase the frequency of feedback to those engaged in the activity; the more frequent the feedback, the better the results.
  9. Innovation most often consists of incremental enhancements at the detail level of a business system or process, routinely producing dramatic results.
  10. Improvement efforts ignore the “trivial many” variables, or processes, and focus on the “vital few” that have the most influence on business objectives (see 80-20 Rule).
  11. “When performance is measured, performance improves. When performance is measured and reported, the rate of improvement accelerates” (Thomas Monson, business and religious leader).
  12. Improvement is most likely to happen in an environment that promotes customer focus, clear goals, accountability, score-keeping, frequent feedback, recognition of personal achievements, and celebration of victories.

We don’t live in a perfect world, but by pursuing excellence, you can achieve amazing results. An unrelenting effort will catapult you far beyond your competition.

Find ways to improve each day. NEVER STOP IMPROVING!

*****Special Alert: My Retirement is Your Gain*****

To give back to the entrepreneurial community, I HAVE DECIDED TO GIVE AWAY MY VALUABLE SYSTEMS-BUILDING SOFTWARE, ecOURSE, AND OTHER INFORMATION ABSOLUTELY FREE. By filling out the form on this page, you will go directly to a download page. This is not hype. There is no catch. You will receive a software product and a “college equivalent” eCourse on how to develop effective business systems and processes. Customers have been paying for this software and eCourse for fourteen years (see What Cutomers Are Saying).

I will show you how to eliminate business frustrations and make more money by creating remarkable systems and processes that boost customer loyalty, profitability and growth. The application of these strategies has proven to be of great worth for owners of many small and mid-size businesses. Put me to the test!

You will learn the following, and much more:

  • How to become a Systems Thinker and raise your business I.Q. by 80 points—OVERNIGHT.
  • What six elements are found in every great business system.
  • How you can remove waste and inefficiency, and build a results-driven organization.
  • Why good systems and processes are the essential ingredient to start, grow, fix or franchise (replicate) your business.

You have nothing to lose and everything to gain. I will not be trying to sell you because you are getting everything for FREE, much more than I have described here. I won’t be contacting you; however, you can contact me for help with the software or your business at any time. Please browse around my website. If you have any questions, email me, Ron Carroll, at

I hope you enjoy and benefit from this FREE offer. It was a labor of love for me to develop. Becoming a Systems Thinker and using the Box Theory™ methodology will be one of the best decisions you have ever made.

I’ll be cheering you on from my quiet fishing hole in the mountains of Utah.

I want to learn how to create remarkable business systems …

Just Retired
Gone Fishing
Your Lucky Day

It's time for me to focus on other things. Many hours and dollars have gone into my software and written materials over the last fourteen years. Now it's time to give back. This is not a gimmick. There is nothing to buy. I give it all to you for free. If you use the software and apply the principles, you can create a remarkable company. See Below. Have fun!

Turn Your Business Into Money-Making Systems!

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Michael Gerber, "E-Myth"

Michael Gerber

"Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant."

W. Edwards Deming, Total Quality Management

W. Edwards Deming

"If you can't describe what you are doing as a process, you don't know what you're doing. . . . 94% of all failure is a result of the system, not people."