This week we continue our focus on the post pandemic re-opening of business. Other than dealing with customer and employee fears, there is nothing different or special about today's show except urgency. Unlike other expansions at the end of a contraction, this was not a structural - it was imposed. Normally a contraction (recession) is a result of over supply and decreasing demand awaiting a unplanned event to prick the bubble. In this case the demand still exists with diminished supply and we have sufficient information to predict the beginning of an expansion. The purpose of IBGR programming this month is to prepare the entrepreneur for the turnaround. it will require acting with urgency over the next 4 months.
Based on our conversation in the previous show (A.023), it is time to convert our competencies into action. The following list is based on many years of dealing with productivity and performance from a front-line supervisor perspective. It is the story of how to marry equipment with people.
What You Need to Know
The Productivity and Performance Molecule in priority order.
What You Need to Do
Processes: map your processes and remove all nonvalue activities. This is a 3 step process (Show B.007). (1) Nonvalue activities are anything the customer would not pay if the bill was itemized; (2) Remove any nonvalue activity that is not required by regulation, quality, safety, etc. Now you have a leaned up process and create a visual map of how work is performed from start to end. The last step in the process is to write a SOP (Standard Operating Procedure) on how the job should be done (Show B.009).
Job Fit: use the SOP to create a position description. It is essential for not only correct performance but necessary to hire the right individual for the position (Show B.010).
Skill Mastery: the goal is to help the development of competence for the position. This has an obvious impact on performance as well as the individuals motivation. A vast majority of people problems are masked because they feel incompetent and fear failure (Show D.006).
Peer Leadership: most positions don't operate in isolation and require teamwork. This issues is about how the group functions, don't assume it is a team, and especially important is the amount of initiative they exercise to solve problems without direction (Show D.006).
Formal Leadership: this looks at the relationship between the person in charge the individuals reporting them. It covers issues like expectations, direction, coaching, soliciting input, and overall respect. How the leader runs the group also determines how well or doesn't evolve into a team (Show D.009).
Culture: created by your Vision-Mission-Values statement, it is the umbrella of acceptable and unacceptable behaviors. Many times it is better to put up guard rails that prevent people from deviating from what the business needs than a list of required behaviors (Show E.007).
Next Show: B.024 Operational Budget
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