Business Process Reengineering: Things to Remember


  • Do not undertake reengineering of all processes simultaneously. Select only those which meet the following criteria:
  1. Processes that require immediate attention;
  2. Processes that will have significant impact on customers;
  3. Processes which are most amenable to redesign.
  • Communicate intensely to persuade people to accept and not resist the proposed changes.
  • CEO must be seen to commit, at the minimum, 50 percent of his time.
  • Set aggressive reengineering performance targets; incremental improvement targets will not create either urgency or excitement.
  • Monitor progress and initiate corrective action.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Controlling


Controlling is the process of evaluating and correcting activities to keep the organization on course. Control involves five activities:1) measuring performance, 2) comparing present performance with standards or objectives, 3) identifying deviations from the standards, 4) investigating the cause of deviations, and 5) taking corrective action when necessary.

Controlling and planning are closely linked. Planning establishes goals and standards for performance. By monitoring performance and comparing it with standards, managers can determine whether performance is on target. When performance is substandard, management must determine why and take appropriate actions to get the firm back on course. The control function helps managers assess the success of their plans. When plans have not been successful, the control process facilitates revision of the plans.

The control process also helps managers deal with problems arising outside the firm. If the firm is the subject of negative publicity, for example, management should use the control process to determine why and to guide the firm’s response.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Organizational Objectives


Objectives are guideposts used by managers to define standards of what the organization should accomplish in such areas as profitability, customer service, and social responsibility. Managers can continually evaluate performance in terms of how well the organization is moving in the direction of its objectives.

Objectives often become standards of the manager by their definition of excellence in organizational performance. Without such standards, the manager possesses no tools for evaluating performance – no means of deciding whether work is good or bad. Thus, objectives provide not only a definite statement of what the organization wants to accomplish but also a means of evaluating progress toward a goal. If performance appears unsatisfactory, management can take corrective action, refocusing the organization in the direction of the objectives.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

The Transformation Process


At the heart of operations management is the transformation process through which inputs (resources such as labor, money, materials, and energy) are converted into outputs (goods, services, and ideas). The transformation process combines inputs in predetermined ways using different equipment, administrative procedures, and technology to create a product. To ensure that this process generates quality products efficiently, operations managers control the process by taking measurements (feedback) at various points in the transformation process and comparing them to previously established standards. If there is any deviation between the actual and desired outputs, the manager may take some sort of corrective action.

Transformation may take place through one or more processes. In a business that manufactures oak furniture, for example, inputs pass through several processes before being turned into the final outputs—furniture that has been designed to meet the desires of customers. The furniture maker must first strip the oak trees of their bark and saw them into appropriate sizes—one step in the transformation process. Next, the firm dries the strips of oak lumber, a second form of transformation. Third, the dried wood is routed into its appropriate shape and made smooth. Fourth, workers, assemble and treat the wood pieces, then stain or varnish the piece of assembled furniture. Finally, the completed piece of furniture is stored until it can be shipped to customers at the appropriate time.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Concepts of ISO 140001


This standard provides organizations with the elements for an environmental management system (EMS), which can be integrated into other management systems to help achieve environmental and economic goals. It describes the requirements for registration and/or self-declaration of the organization’s EMS. Demonstration of successful implementation can be used to assure other parties that an appropriate EMS is in place. It was written to be applicable to all types and sizes of organizations and to accommodate diverse geographical, cultural, and social conditions. The requirements are based on the process and not on the product. It does, however, require commitment to the organization’s EMS policy, applicable regulations, and continual improvement.

The basic approach to EM begins with the environmental policy, which is followed by planning, implementation and operation, checking and corrective action, and management review. There is a logical sequence of events to achieve continual improvement. Many of the requirements may be developed concurrently or revisited at any time. The overall aim is to support environmental protection and prevention of pollution in balance with socioeconomic needs.

The standard is not intended to create nontariff barriers or to change an organization’s legal obligations. In addition, it does not include aspects of occupational health and safety management, although an organization may include these aspects in the documentation.

In order to understand the requirements, a few definitions are necessary. Environment is defined as the global surroundings in which an organization operates and includes air, water, land, natural resources, flora, fauna, humans, and their interaction. Environmental aspect is defined as an element of an organization’s activities, products, or services that can interact with the environment. Examples are wastewater discharge, air emissions, and energy use. Environment impact is defined as any change, whether adverse or beneficial, wholly or partially resulting from an organization’s activities, products, or services. Examples are impacts on habitat, water supply, and soil erosion. Environmental objective is an overall environmental goal, arising from the policy statement, that an organization sets for itself and which is quantified when practical. They define how the policy will be achieved. For example, an objective could be to control the temperature of the wastewater effluent. Environmental target is a detailed performance requirement and should be quantified when practical. It needs to be met in order to achieve the objective. For example the wastewater temperature should be controlled between 10 and 14 degrees centigrade.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Role of Control in Management Process


Control is the task of ensuring that activities are providing the desired results. In its most general sense, controlling means setting a target, measuring performance, and taking corrective action as required. The goal of control system is to have no unpleasant surprises in the future.

Sometimes being out of control doesn’t have especially serious consequences, as when your dry cleaner is “only” an hour late in finding your freshly cleaned blouse. Often, though, the consequences are more severe. Upon assuming responsibility for a unit, managers decide “where are we going” (Planning), who will do what (Organizing), and how to motivate their troops (Leading).

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Adding Frosting to the Cake


Smart people in all fields add some frosting to the cake they sell. Putting frosting on the cake means giving people more than they expect to receive, and it begins with simple things. A smart business manager never places negative people in upfront jobs, such as telephone operator, receptionist, check-out stand cashier, and ticket seller the customers and clients a business serves rarely, if ever,  see the firm president or a key manager. They judge the business rightly or wrongly by the way they are treated by the ‘unimportant’ people.

Experienced travelers stay at hotels where the reservations are polite and positive; people choose restaurants based on the attitudes of people who seat them, serve them, and take their money. How good the food tastes is always less important than the service in building repeat patronage. And the companies that deliver packages know courteous, friendly service is their best competitive weapon in beating the Postal Service where, generally, counter-personnel are negative in attitude.

Words and phrases as ‘please’, ‘thank you’ and ‘you look good today’ are free frosting that make sales and build businesses. Call your business or office. If you don’t hear a wonderful, “I am really glad you called” voice, train or replace the person. Have a friend stop in at your business. If he doesn’t get great service, take corrective action.

Success-oriented people ask, “How can I give others more than they expect? What kind of frosting can I put on the cake I’m selling?”

A cake—the product or service you offer—is just baked dough. But when you put some frosting on it and give it a little post-sale service, you’ve made the dough delicious. Try it, and enjoy the rewards.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Shedding Light on Quality Awareness


An organization will not begin the transformation until it is aware that the quality of the product or service must be improved. Awareness comes about when an organization loses market share or realizes that quality and productivity go hand in hand. It also occurs if TQM is mandated by the customer or if management realizes that TQM is a better way to run business and compete in domestic and world markets.

Automation or other productivity enhancements might not help a corporation if it is unable to market its product or service because the quality is poor. The Japanese learned this fact from practical experience. They could sell their products only at ridiculously low prices, and even then it was difficult to secure repeat sales. Until recently, corporations have not recognized the importance of quality. However, a new attitude has emerged—quality first among the equals of cost and service—the customer wants value.

Quality and productivity are not mutually exclusive. Improvements in quality can lead directly to increased productivity and other benefits. The improved quality results in improvement in productivity, capacity, and profit. Many quality improvement projects are achieved with the same workforce, same overhead, and no investment in new equipment.

More and more corporations are recognizing the importance and necessity of quality improvement if they are to survive domestic and world-wide competition. Quality improvement is not limited to the conformance of the product or service to specifications; it also involves the inherent quality in the design of the system. The prevention of the product, service, and process problems is a more desirable objective than taking corrective action after the product is manufactured or a service rendered.

TQM does not occur overnight; there are no quick remedies. It takes a long time to build the appropriate emphasis and techniques into the culture. Over-emphasis on short term results and profits must be set aside so long-term planning and constancy of purpose will prevail.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Management Process


Management writers traditionally refer to the manager’s four basic functions:

a)        Planning: Planning is setting goals and deciding on courses of action, developing rules and procedures, developing plans (both the organization and for those who work in it), and forecasting (predicting or projecting what the future holds for the firm).

b)        Organizing: Organizing is identifying jobs to be done, hiring people to do them, establishing departments, delegating or pushing authority down to subordinates, establishing a chain of command (in other words, channels of authority and communication), and coordinating the  work of subordinates.

c)        Leading: Leading means influencing other people to get the job done, maintaining morale, molding company culture, and managing conflicts and communication.

d)        Controlling: Controlling is setting standards (such as sales quotas or quality standards), comparing actual performance with these standards, and then taking corrective action as required.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

The Manager’s Job of HRM


There are certain basic functions all managers perform. They are planning, organizing, staffing, leading, and controlling. In total, they represent what managers call the management process. Some of the specific activities involved in each function include:

  • Planning. Establishing goals and standards; developing rules and procedures; developing plans and forecasting.
  • Organizing. Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.
  • Staffing. Determining what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counselling employees; training and developing employees.
  • Leading. Getting others to get the job done; maintaining morale; motivating subordinates.
  • Controlling. Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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