By David Drennan, Steuart Pennington
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Extra info for 12 Ladders to World Class Performance: How Your Organization Can Compete With the Best in the World
This applies as much to managers as to front-line staff. They assume they are there ‘to do their job’, and that their salary will automatically materialize at the end of the month. Somehow they see the company like a fruit machine that pays out as long as they pull the handle; they do not think about the need to keep putting money in the back of the machine for it to keep producing. Everyone in commercial organizations needs to realize that their current and future salaries are actually in the pockets of real customers outside the walls, and they will only keep giving the company money if they satisfy their needs as well as, or better than, the competition.
The fact is that customers cannot do any real production planning at their end unless they know what to expect in reality. As a result they build in time buffers since they know they cannot believe the supplier. This spells disaster for any company that is serious about becoming world class. Step 1 is to tell customers the truth, which may come as an initial shock to them, but they definitely prefer it. But when you do tell the truth, you have to meet your own deadlines. That is the very first stage of on-time delivery.
ALIGNING MANAGEMENT OBJECTIVES / 27 Objectives These are the key tasks for this year. Each objective will be quantified, and have time scales attached. The job-holder or team will know, without anyone telling them, when they have passed the winning post. ’ Standards These describe the performance expected on recurrent job requirements. For example, a standard of performance on producing accounts figures might be: ‘produced, error-free, by the 10th working day of each month’. Accountability This describes what a manager can be ‘called to account for’.
12 Ladders to World Class Performance: How Your Organization Can Compete With the Best in the World by David Drennan, Steuart Pennington