What the boss doesn´t know... can´t hurt, or can it?
DILBERT
Submitted by rparker on Tue, 12/30/2008 - 00:15
How Do You Know...
Submitted by rparker on Mon, 12/29/2008 - 23:53
How Do You Know...Where To Start??
As an improvement expert, I am sometimes asked, ´How do you know where to start? How do you zero in on a problem area with a high likelihood that sustainable improvements can be made?´
WHERE TO START
As an improvement expert, I am sometimes asked, ´How do you know where to start? How do you zero in on a problem area with a high likelihood that sustainable improvements can be made?´
The answer is two parts consisting of: 1) the obvious and familiar starting strategy of ´follow the money´; and 2) the ´trade secret´ of improvement.
Managing 10 or 1000.
Submitted by rparker on Mon, 12/29/2008 - 16:01
What are the similarities and differences of managing a few or many? What advice would you give to the newly promoted? What will be similar? What is going to change?
What are the similarities and differences of managing a few or many? What advice would you give to the newly promoted? What will be similar? What is going to change?
The Similarities
The Iron Triangle
Submitted by rparker on Mon, 12/29/2008 - 15:42
The consideration of the value, or worth, of a project objective always takes into account three "dimensions":
Performance - What is the deliverable?
Timeliness - When will the project be complete?
Cost - What is the total cost, including any hidden costs, of the project?
CAUSE...and Effect!
Submitted by rparker on Mon, 12/29/2008 - 15:27
Why should it be surprising that proper use of the tools available are part of the productivity equation? Workers who understand ten-out-of-ten of the tools for a job and act on that knowledge will always outperform those who only know three of ten.Like many people who travel as a part of their work, I often find myself in a different airport each week. Along with a change in scenery comes the local rental-car.
