Definition of the Problem


We must first define a problem exactly before we can describe, analyze, and explain it. We define it with the deviation statement, or name of the problem. It is important to state this name precisely because all the work to follow—all the description, analysis, and explanation we will undertake—will be directed at correcting the problem as it has been named.

However simple or complex a problem may seem at the outset, it is always worth a minute or two to ask, “Can the effect of this problem in the deviation statement be explained now?” If it can, we must back up to the point at which we can no longer explain the deviation statement. Vague or generalized deviation statements must be reworded into specific deviation statements that name one object or kind of object, and, and one malfunction or kind of malfunction for which I wish to discover and explain cause.

It is tempting to combine two or more deviations, in a single problem-solving effort or to try bunch a bevy of seemingly related problems into one overall problem. Nearly, everyone has attended meetings during which two or more distinct problems were tied ankle to ankle in a kind of problem-solving sack race. This procedure is almost always inefficient and unproductive.

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.

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Direct Sales Calls


  • Do sufficient research to identify potential customers who appear to need your product. This means pulling together names, addresses, and telephone numbers of companies in your market area that use the types of products you are trying to sell. Calling on companies that do not use your products only wastes time, energy, and money.
  • Get the name, address, and telephone number of the specific individual responsible for purchasing the  types of products you are selling. It won’t do much good to talk to the marketing manager if you’re trying to sell computer programs, or the general manager if you’re selling machine tools.
  • Know your sales pitch before calling. No one has time to chit-chat about superfluous subjects. No one cares about how you feel, nor do they care to tell you how they feel. One sentence describing your product and why the listener should buy it is all you’ve time for. If you continue beyond one sentence, either you’ll be thrown out or you’ll lose the interest of your  potential customer. When buyers want to hear more, they ask questions. If there are no questions, there’s no interest.
  • Don’t attempt to close an order at the first contact—either by phone or in person. If the person is interested, ask what would be convenient time and place for you to return and elaborate on your product offering, including prices, delivery schedules, and quality guarantees.
  • Focus on the benefits to be gained from using your product, not on its price. Explanations of product pricing and delivery options should wait for second contact. If you’re forced to the wall, try to keep your description of your pricing structure general.
  • Follow up all potential leads with another call, a letter, or a sample of your product. The scret to building a first-stage business base through direct sales is to continually follow up with any potential customer that seems the least bit interested in your product.

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.

Job Analysis


A job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define the duties, responsibilities, and accountabilities of a job. This analysis involves the identification and description of what is happening on the job, accurately and precisely identifying the required tasks, the knowledge, and the skills necessary for performing them, and the conditions under which they must be performed.

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.

Computer Programming


The computer can do nothing toward solving a problem without a detailed set of instructions. It can follow instructions, but it cannot think. A computer program is a set of instructions that tells the computer what is to be done, how to do it, and the sequence of steps to be followed. The computer follows these directions step by step until the job is completed.

The computer programmer—the specialist who tells the computer what to do—must analyze the problem, break it down into its component parts, and outline the steps needed to arrive at the solution. An effective way to determine these steps is to make a flowchart—a pictorial description of the logical steps to be taken in solving a problem.

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.

Forecasting in Supply Chain


The forecast of demand forms the basis for all strategies and planning decisions in a supply chain. Consider the pull/push view of the supply chain. Throughout the supply chain, all push processes are performed in anticipation of customer demand whereas all pull processes are performed in response to customer demand. For push processes, a manager must plan the level of production. For pull processes, a manager must plan the level of available capacity and inventory. In both instances, the first step a manager must take is to forecast and what customer demand will be.

Mature products with stable demand are usually easiest to forecast. Staple products at a super market, such as milk or paper towels, fit this description. Forecasting and the accompanying managerial decisions are extremely difficult when either the supply of raw materials or the demand for the finished product is highly variable. Good forecasting is very important because the time window for sale is narrow and if a firm has over- or under-produced, it has little chance to recover. For a product with long life cycle, in contrast, the impact of a forecasting error is less significant.

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.

Taking the Office Charge


Once your office is settled, you should make an inventory so you will have proof of what you own. To make a simple office inventory:

  1. List each item, the year it was purchased, its original cost, and its present value.
  2. Also list the model number, brand name, dealer’s name, and a description of the item. Save and attach receipts.
  3. Keep a copy of this inventory in a safe place other than your office (a safe deposit box, for example).
  4. Update the inventory regularly, possibly as often as every three or six months while you are still buying major items for your office. At minimum, update it once a year.

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.

Communicating Responsibilities


How do we communicate responsibilities to a person so that he has a clear understanding of what is expected of him? And how do we keep those responsibilities in the forefront of his mind so that he is always on track, working on the correct activities?

Before a person is hired he should be shown a written description of the job. At the time he is hired, he should be given a copy of the description to keep. When you review the responsibilities section with the person ask him for feedback. You want to make sure that his understanding of the responsibilities matches your own understanding.

The responsibilities section of the job description should be the basis upon which the employee’s performance is evaluated. Therefore, it makes sense to review the responsibilities with the person at the beginning of each review period and at the time of the annual written review.

Whenever, you verbally review the person’s performance, which should be on a fairly frequent basis, the responsibilities should be reviewed at that time as well.

If you have difficulty with a person, if the person consistently works on activities that do not lead to the fulfillment of his or her responsibilities, you may have to review the responsibilities more frequently.

The objective is to make sure the person clearly understands what he is to do at all times. Understanding, of course, cannot take place without communication.

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.

 

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