Many operations leaders have been there, done that with the re-engineering. And their relationship, in fact, that the process is like ringing a bell with a howitzer shell.
Reduce costs through layoffs wholesale apparently linked to final results expected visits guide on budgets, but his clumsy strokes can raise hell with the operations.
The operating results may not be achieved in a manner consistent with accuracy and power when people are taken out of the organization but instead called in
"Putting people" does not mean the addition of organic but putting people in a mix of vital factors that contribute to the results of operations - which have the power to the people, not on people.
Just as we should only use a fraction of our brain capacity ', then I believe, working with companies in major industries, which few organizations closer to achieving their potential operating results.
This is because the leaders of many operations ignore one of the most important aspects of operational effectiveness: the human heart.
When I say heart, I speak of that intuitive, emotional, feeling aspect of all of us.
There is no doubt not only the technology and equipment units operating successfully. And employees. Obviously, they must be qualified and prepared, but must also be emotionally engaged in their work. They must be justified.
Yet most operational strategies and programs focus on rational not emotional / motivational considerations and so let great opportunities slip away.
To understand how quantum leaps in results can be achieved, well beyond the capacity of re-engineering, we view the operations of the three big drivers - cost reduction, productivity and efficiency - in terms of motivational factors.
Reduced costs: founder operations if they fail to achieve continuous cost reductions. A leader of a worldwide manufacturing organization told me: "One of my toughest leadership challenges is to motivate employees to never stop getting costs out of our systems and processes."
Lesson cost reduction is a leadership problem. It 's a problem where the leaders do not order people to do a job but to motivate people to want to do the job. E 'in the realm of desires that place significant cost savings.
Action: Institute Comprehensive strategies, processes, and measures that focus on having employees be ardently committed to achieving a continuous reduction in costs, and these reductions are by far exceeds those obtained through re-engineering.
Productivity: Clearly, productivity is not simply doing things faster, but better. To speed up and increase productivity, employees must slow down, to reconsider their situation, reevaluate their education and training, then take further action. Only employees who have a strong emotional commitment to their jobs to do well in that sequence of actions.
Lesson: Fifteen minutes before shift change, a car starts to break. The operator will stay motivated in that car until its fixed or must obtain at least a repair process underway. On the other hand, the operator less-than-motivated will be punch and let the manager deal with the problem of the next round. Incidents like these are common and cost many billions of dollars in lost productivity.
Action: develop operating systems that are woven into the very driving force of productivity in the deepest convictions of the rank-and-file.
Efficiency: Companies can not compete simply by selling what they do. Instead, they must do what they sell. This means that operations must be closely related to the sale, the customer. And because customer needs change rapidly, the operations must change with them or likely to result in inefficient institution.
Lesson: Efficiency start in one place: the small unit leadership, the leadership of first-line supervisors and managers. In an attempt to achieve operational efficiencies, senior management often jammed into small units leading meat grinders. senior management can usually persuade their direct reports to participate in the changes needed to make efficiency happen.
However, far more important task is to convince the leaders of small units to defend these changes. Small unit leaders, not buy-in, can and will chop any operational program.
Action: Get small unit leaders to champion the changes to 'start the change process to ensure that these changes take hold.
In summary: When driving cost reduction, productivity and efficiency, avoid reworking reflection of bells ringing by rolling cannon. Instead, roll out simple, specific strategies related to the deepest needs of qualified staff - then let them get great results.
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2005 © The Filson Leadership Group, Inc. All rights reserved.
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