Twenty Nickels
If you save twenty nickels, you’ve made a dollar
by
Raymond Matkowsky
www.datastats.com
email: rdm@datastats.com
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Issue 12-11 December 2011
Management Is Responsible for Productivity
by
Raymond Matkowsky
I am constantly reading about people commenting on a certain industry’s, state’s, or country’s productivity and the need to improve it. After all increasing productivity is one of the keys to economic and business success.
However, I am becoming increasingly skeptical that many of these commentators know what they are talking about. There are many components to productivity and no two entities are alike. Many of these commentators do not understand the distinctions and they certainly, in my opinion, do not have the foggiest idea as how to improve productivity. The worst seems to be government officials.
Productivity is Not Solely an Employee Responsibility
Productivity is a management responsibility before an employee even gets involved. Management cannot demand that employees become more productive if they do not give them the tools to do so. Productivity does not necessarily come from inventing new products, but from smart employees that have the tools to do their jobs better and faster.
Productivity Gains are Incremental
“Twenty Nickels Equals a Dollar” is not only the motto of this newsletter but it also describes how productivity is increased. The “big killer idea” seldom occurs and is generally not as valuable as small increments put together over time. Plus, the competition invariably copies the “big idea.”
Tools and Incremental Improvements
Management must give employees the proper tools and everyone must get the proper tools. For example, you can give a certain salesman a smart phone with the proper applications to make him more productive. But if he is the only one that has those apps, his productivity will only be a blip on your bottom line. In fact you may not see any improvement at all. However, if you give your whole sales force the same apps, then their sum will probably make a measurable difference.
The same can be said for equipment. If you make changes to a reaction vessel that allows it to fill faster. The improvement in a single fill will probably be small. However over 50 fills the increments will add up. It may save you quite a bit of time and time is money!
Final Words of Caution
Do not be in a hurry to embrace a new technique, process, standard or technology. Every company, industry, state or country is different. There is no “one size fits all.” Make sure that all changes are compatible with your operation. Do not overlook the “human factor.” A process improvement is of no value if it is too complicated for your staff to use properly.
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A Call For Reader Input
We at Data Stats would like to see this newsletter become a reader supported forum for help questions, answers, or general comments on anything appearing in this newsletter or Data Stats’ website. If you have a question, answer, or comment to contribute send them to me at newsletter@datastats.com. I will try to publish it here.
If you have an urgent question to ask, you don't have to wait for our newsletter to come out. We will try to find you a reader or one of our experts that may be able to help you. So, if you have a question, comment, or think that you can be of help, send us an email at once to: newsletter@datastats.com.
Also, in your email, please let us know if we have permission to share your email address with experts that may be able to exchange ideas with you directly.
Raymond D. Matkowsky
Copyright © 2011 Raymond D. Matkowsky
Data Stats
P.O Box 672
Old Bridge, New Jersey 08857-0672
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