One very successful action, and you'll see me refer to this many more times, relates back to the Organizing Board. If you put one of these together standardly, you'll have what are called Valuable Final Products at the bottom of each divisional column. A Valuable Final Product (as defined in the Hubbard Management System) is "something that can be exchanged with other activities in return for support. The support usually adds up to food, clothing, shelter, money, tolerance and cooperation." Every division of an organization should produce a VFP that may be exchangeable with other divisions. State it as briefly as you can. Have the staff understand it and be in agreement with it. Then later on down the line if there are struggles or bottlenecks or even morale issues, you'll be able to go back and review the activities being done against the VFPs. If you find there's been some new programs or projects introduced, and these don't align with your VFPs, you may have just debugged the problem right there!
By the way, the VFP concept trickles back up stream to individuals as well. Every terminal on your line has a series of VFPs to produce. A closed sale. Working computers and so on.
I agree with your post. You've got to make the expectations clear so that employees know what to do to reach the department's goal. I find it most productive when employees are happy at the environment.
The goal and role of management should be to add value to the team’s effort. This can be done by defining a clear vision and goal, facilitate a working environment, set clear expectations and responsibilities, and provide the team enough autonomy where they can work and do their jobs with full commitment and confidence.
Sounds good. We've found success in having much of the production data up and in the open. In other words, "post the statistics" of each division or invididual so a manager can at any time determine the operating condition of any terminal in the organization at a glance. And, it's important to have the data updated weekly which will allow your staff to repair any trailing or lagging areas 52x annually vs. 12 times.
The Software Engineering Institute at Carneige Melon University has provided us with a good tool called CMM ( Capability Maturity Model ) which aims to improve the productivity of the whole organization by some simple process improvements. With this model an organization or a group can improve itself from a Chaotic to a managed to a well defined to a measured and finally an optimised organization or group. In this methodolgy the focus is on three things 1) define 2) measure 3) optimise. To be able to evaluate one's performance in a group the roles of each team member should be clearly defined. Then we should have identifiable parameters ( KPI - key performance indices) to measure one's perfromance. Once measured we can aim for improving on them in a quantitative manner. I think this model applies to all prfessionally managed activities. Why reinvent the wheel?
Growth of a company can be achieved only when it has an well established management process and good managers to lead the team. according to Mr doughlas theory X and theory Y are two different theories of addressing motivation. this should be the key component to drive production in the team theory X and Y are entirely different the manager should follow a mixture of theory X & Y for example leadership should contain hard management with a few according to scenarios and soft management he should be able to act accordingly and spread enthusiasm not only to the team also to different teams in the organisation
Yes, yes and Yes! Surveying is so key. If you intend to deliver a product, or modify it to bring something new to market, you darn well better collect some intelligence as to what's needed or wanted. I know of many companies who managed to displace competitors simply because they probed deep enough to understand what was important to certain prospects. And to be frank, there's another benefit; each time you survey a prospect (or a customer) you've designed yourself deeper into that relationship. So think of it as a form of promotion as well.
Your concerns are totally understandable! Yet here's the thing; everyone on the organizing board has something to gain when stats are up, particularly production stats. Someone who feels some disgruntlement over a chronically "up-stat" individual can be handled early in the process when the system is introduced. Management needs to be positive about this and confident enough to endorse this as a means to raise the "havingness" of everyone on board based on objective data, not corporate politics or popularity.
Before we even speak about driving up the production, I think that many service companies first need to re-assess their customer satisfaction. How many of you have problems with customer service being extremely ignorant. Say bill is messed up and you call customer service and most of the times you have to be passed to several other people, repeat yourself, and state that they have messed up your bill, then they say they will fix it and you have to check up on them later on. Wouldn't it be nice it we just make one phone call and they fix it immediately???
Why are customers so upset, they ask? It's service issue. The customer service representatives are mostly not trained well. They don't care about customer satisfaction. They just want to say "No" or transfer you to another department because it is the easy thing to do. That way they don't have to think or work. So how can you even increase productivity when you have got a bunch of pissed off customers?
The right process and environment is essential towards achieving high productivity. For example, for software products, the use of agile process proves to be effective in most cases. Has any one heard about Lean ?
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.