This is the Message Centre for Marj

just managing

Post 1

dim12trav

I've been trying to get into management for such a long time. I know the secret though and they dont like it, they have been keeping me out for decades because of it.

The secret is, management is an art form, not a science inspite of their protests to the contrary. Soon though I will have the magic key, a fresh diploma from an accredited university and they cant turn me down. (Well maybe they can, but if I can meet all of their other qualifications...)

I'm sure that insanity counts though. Who am I that actually wants to take responsibility, some whacko!

Good luck on your journey into the world or H2G2.

dim12trav


just managing

Post 2

Marj

certainly closer to art than science

I used to be an artist, but got too lonely.
Now I have to work with everyone elses inadequacies - which I guess is better? I never got any paper to prove I'd be any good at it though!

I made a giant model of the Space Shuttle for Disneyland Paris once. Happy days . . .


just managing

Post 3

dim12trav

Have you read the works of Deming? He's the one that taught the Japanese what they know about production and quality. American industry refused to acknowledge his principles, and now our auto industry, and our electronics industry have given up a huge chunk of our market place to them. America does not produce any video production equipment its all Japanese.

Inadequacy can be compensated for in production, there will be variations in anything and it is not possible to eliminate it, sorry. The highest goal is to reduce that variablility to its smallest factor. It is the processes not the workers that needs to be changed. As a student of the history of production, I have witnessed the changes when Deming philosophy is brought into a plant, the dead come back to life.

I could go on and on about this issue but it wouldn't mean anything to you read Deming. Management's real problem is encouraging the workers, leadership not dictatorial statements work much better.

Let me get off this soap box. Dont give up anything is possible.
Hope is what leads us into the future and it is always better to hope.


just managing

Post 4

Marj

interesting . . .
I took over an organisation run by a visionary, who was big on leadership
I'm more of a make-things-happen person, so there is a bit of a gap there, a sort of expectation that I'll be spouting motivating statements and inspiring the troops etc

would the theories be relevant to an organisation which doesn't produce anything? I like the idea of minimising inadequacies! people here like to nurture their inadequacies, rather than overcoming them, designing systems to compensate etc.
hmmmm

thinking . . .


just managing

Post 5

dim12trav

There are a few key things that are important 1) a mission statement that is short concise and measurable, if it is longer than 10 words it's too long.
2) Commit yourself and everyone around you to learning, anyone that will not commit to the mission statement and the constant learning will "self-select" themselves out of the organization.

3)Understand how variations in whatever processes you have are caused and one by one eliminate them. Usually the people that operate each process know just what it is but sometimes they aren't willing to tell because their supervisor/management just wont support them or uses negative feedback to "control them."

4) Eliminate such false measures of productivity as evaluations. Most people can and will produce more if the machines and processes they work with work more efficiently. The most frustrating and loathsome experience is being "evaluated " by someone negatively when there is nothing that can be done to improve the situation.

5) Maybe the hardest of all to understand that it is useless to harrass, yell at or otherwise "put down" employees, it just wont work. Having a trusting supportive environment where people are not afraid will in and of itself increase production. Employees attitudes are a reflection of managements attitude, so keep it positive.

6) Lastly work with your vendors to simplify your processes. Try to find a vendor/supplier that is willing to provide more ideas and help you out in exchange for having longer term or being the only supplier.
When in the design phase bring your supplier into the process accept their contributions, they are probably more valuable than you think. You should expect to do the same for your customers.

These little tidbits of information are directly from Deming and not original from me at all.


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