With consumer and business spending depressed, now, more than ever, organizations are struggling to not only compete, but to stay in business. To survive, organizations are turning up the pressure on anything and anybody that can increase revenue and reduce costs. Not surprisingly, much of this has fallen on employees, who are responding by increasing productivity and sacrificing salary increases. At some point, the obvious reductions are completed and further staff reductions are considered. However, this is probably the wrong place to look. Research has shown that almost 70% of business knowledge is in the minds of the employees, and general employees are 3X more likely to generate good ideas than a specialist.
Collecting data for analysis is more than a statistical process. All of the math in the world will not compensate for not understanding the behavior of the process you are trying to measure. Not everything is settled in numbers. Some things will be discovered in context. For example, "We really have problems when it is raining." As a result, data collection plans embody four qualities of collected data that are essential to optimize its usefulness. These qualities have to do with the data's ability to represent the process' performance. There must be sufficient data to see the process' behavior. The data must be relevant. The data must be representative of the process' normal operating conditions.
Organizations make every effort to hire the best and the brightest, yet how many are pro-active in managing those same people to ensure that they have the resources and environment they need to reach their optimal performance level? It has often been said that people don't leave companies, they leave people, whether it be colleagues or managers or a combination makes little difference to the end result, which is a financial loss of human capital and the opportunities those employees represented. Managers can prevent these losses by establishing a workplace environment that brings out the best in everybody, allowing the emergence of a highly productive synergy.
re si li ence n. 1. The ability to recover quickly from illness, change, or misfortune; buoyancy. Earlier this week, I had the pleasure of a lengthy discussion about work, career and life in general with a very bright, quick young woman named Natasha. At twenty-two she has faced challenges but remains extremely positive about her prospects and her future. Now, you might respond by asking, "Why wouldn't a healthy, intelligent twenty-two year old woman be positive about life? She has her whole life ahead of her and a few mistakes can easily be corrected over time." That is true, but couldn't the same thing be said about a thirty-five year old or a sixty-year old?
The recession has created new problems for workers. People worry about losing their jobs or getting their hours reduced by management. Inflation associated with a recession also means employees can buy less for their families on the same income. Employees can take the initiative to alleviate stress before it affects their workplace productivity. Managing your stress level helps you to feel healthier, concentrate better, and communicate more effectively with coworkers and clients. Giving in to job stress and economic pressures can lead to conflict with others, poor evaluations, and possible job loss. Try these suggestions for managing stressful feelings in the workplace: 1.
The inspiration of this article comes directly from yet another time management course that I recently took part in. You know the ones that I am talking about, the ones that promise we will all become more effective with our time management skills and be better at everything we do. Yes, you guessed it but I think the items mentioned have some merit to discuss. Try twisting the tested time management techniques with a different perspective. This is truly the only way that you effectively change the way you think. Some of the myths that we have all heard include: You can manage time: everything that you do takes a certain amount of time. Let's face it, whether you were born with a silver spoon in your mouth or not - like me - you only have 24 hours in a day.
At CEO Systems, we have noticed a very common cycle that we would like to help our readers eliminate. The scenario usually goes something like this: It is the end of your workday and you are in a rush to tie up loose ends and get out of the office. You leave your desk in disarray, covered in papers. The next morning you arrive and see your desk. You instantly feel overwhelmed and choose not to deal with it. Instead, you do something else, like check your email. Soon, the new fires of the day take precedence over anything on the desk. New documents get delivered and as they arrive they are placed on top of the papers that were already covering your desk.
Variation First, remember that not all variation is bad. Planned variation, like that in an experiment, is a process improvement strategy. Unplanned variation, on the other hand, is nearly always bad. Two types of variation concern a process improvement team. These are common cause and special cause variation. All processes will have common cause variation. This variation is a normal part of the process (noise). It demonstrates the process' true capability. Special cause variation on the other hand is not normal to the process. It is the result of exceptions in the process' environment or inputs. In a process improvement project, the first step is to eliminate special causes of variation and the second is to reduce common cause variation.
What happens when you hear the phrase process improvement? Do you groan or sigh? Do you think "this is going to be a lot of work and take a lot of time?" Typically, this is the natural response to the concept of process improvement. But, it does not have to be that way. Here are five (5) simple steps that you can take to improve the productivity of you business There are certain basic tasks that must be done to make a business successful. Sometimes it is useful to take a fresh look at these basics to see that the organization is still on track. If there are fundamental problems in the daily operations of your business, changes in other areas may not lead to improvements.
The freedom to choose your days and hours of work is one of the great benefits of being self-employed. However, managing your time strategically is a critical part of your business' success. If you - like me - are feeling a bit crunched by everything you'd like to do with your business and life, I'd like to share some strategies I've implemented to help things move along: 1. Vision. I feel that by staying connected to my vision for my business, life, or marriage, I'm more often inspired. I can accomplish great things in less time. Spending time each day being inspired by my vision and visualize my success helps me to save time. What is your vision for your business, your life, your marriage, etc.