Cyril Parkinson wrote a humorous essay for The Economist magazine, in part drawing from his experience working in the British Civil Service. He observed that work tends to fill the time available for its completion.
There are a number of functions in an organization where it’s tough to move the productivity meter. You might actually produce more but the base costs don’t change so the true productivity measured from a financial perspective doesn’t change.
To fulfill customer demand in the most efficient, cost-effective way, companies can use push- or pull-scheduling or something in between. Which one works best? That depends on the characteristics of your product and market.
At a consumer goods packaging plant employees gathered every morning and waited for the Production Manager’s signal to begin their shift. This wasn’t a matter of overly earnest workers arriving early to Read More
Sometimes we do a study that we call the “Span of Control” analysis, where we look at how many subordinates report directly to each manager in an organization. It’s a more difficult study than it sounds, because the way organizational charts are drawn is not always how they really are.
Many industries experience “shoulder periods.” These are the time periods leading up to and away from the peak volumes. Figuring out how to manage these periods can be a difficult task for managers, but it’s also very important for realizing performance improvement gains.
Management system changes often entail tightening up the planning standards that are used to schedule the operations, and then providing managers with tools to control, monitor and report on attainment to the plan.
Implementing change requires re-configuring processes – and modifying the management systems and behaviors that need to accompany them. But as anyone who has ever tried to instill change knows, maintaining those gains can be very difficult