By Charles Higgins Kepner, Hirotsugu Iikubo
Offers the hands-on, how-to tips to each supervisor who must grasp the rules and technique of collaboration. deals clean insights into the best way to collaborate, and urban facts as to why this possible easy approach yields such awesome effects. DLC: administration.
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The names of organizations and individuals are fictitious to protect everyone concerned. Page 2 Another auto company, the Beta Corporation, faced the same problem at about the same time. Its board decided that the assembly process should be made more efficient and named the plant manager to head the project. The board set specific goals for him: a 20 percent increase in production and a 10 percent decrease in labor cost. How he was to accomplish this was up to him. The plant manager spent a lot of time thinking about his new task.
They are experts in short-term thinking. They take shortcuts, compromise quality, and alienate their customers. They are highly active and go through a lot of motions but make little forward progress. But some manage beyond the ordinary. They do more of the right things without working any harder because they make use of what their colleagues know. Life runs smoothly in their organizations, and they contribute more to profit because they don't waste time and effort in nonproductive activities. Their ideas are good, and their decisions are part of an overall plan, not disjointed events unconnected to anything else.
He dealt with machines, people, and other issues raised by the introduction of robotics. He anticipated future problems and extended his understanding of the situation by drawing on the experience of those who knew the problem firsthand. He saw his job as manager in a different light and was far more successful as a result. He didn't work harder than if he'd just managed in the ordinary way; he managed smarter. He knew what to do in order to be maximally effective, and he did it. He didn't waste time on unimportant things.