Recently during facilitation, it struck me how unable the group was to focus and commonly agree what the problem was they are facing. It was common knowledge that they did not have much time to interact with one another and that they had few facts available to them individually. The vague ‘managerial problem’ would, without good interaction never receive the appropriate focus it deserves, because of unintended "silositus."[Read More]
I often hear, "we knew that this would happen at some point, but …" Worst of all, in such an scenario people also state that they knew why such future event would occur! We all hope and believe that nothing will go wrong in respect of the things we plan and do, and this belief in our own judgment drives us to believe in our own actions, and rightly so.
Recently, whilst facilitating both a problem solving session and on a second occasion a decision making session, it struck me again how worthless these processes are in the absence of the right people. The two experiences were such a contrast, that I needed to write about them.
Fruitless debate occurs often when intending to solve industrial problems. Such time waste is a function of (1) poor problem solving process and (2) worthless data and information. This short review will focus on the quality of problem solving information.
One of the most common, and useful measures of operational profitability for many organisations is COST per UNIT.
Unfortunately this concept is discussed at higher management levels, but rarely at lower levels.
Lower down we tend to talk about volumes and operating costs in isolation with little reference to each other. This results in the much debated problem of chasing volumes while ignoring costs. The converse also occurs frequently with equally damaging results.