Or to echo Section 5.2 – manage don't operate. Too simplistic, I know, but if you are to achieve an extra 1% of output, you will need to focus your attention on those items that will bring the greatest rewards. Perhaps you need to think about swapping people between jobs, or changing a process or procedure.
Many managers make the mistake of thinking that they need to be busy, or be seen to be busy; spinning many plates in the air is either their duty or a sign of their importance to the organization. I question that assumption. Sometimes, hyper-activity may mask a lack of confidence.
You know how lawyers and some other professionals charge for their time? Well, start thinking the same way and ...