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How to conduct daily staff meeting in less than 10 minutes?

Mr. Junker, Plant Manager, at an FMCG manufacturing company in Munich conducts daily staff meeting which  lasts for 45 minutes to 90 minutes. Thus on an average 600 minutes get consumed daily for about 10 people engaged in-it.  What a waste of time for such an important resource group at the manufacturing site. This is a very typical scenario irrespective of the industry type that either managers are not able to conduct regular staff meetings or they are wasting significant time by being inefficient in conducting them.

Bloggers and consultants always try to bring method to madness and this is how they earn. Let me share my personal experience of optimizing the meetings on time scale while keeping the quality of interaction in easy 3 steps.

Step 1 : Divide your work-area into small work groups like functions or production lines

Divide the workplace you are managing into smaller areas map each area with a person in your team so confusion about ownership is addressed.

Step 2 : Identify top 3 worst performing areas to manage by exception – use daily dashboard

Identify a person in your team who can compile and circulate a dashboard showing performance of each area/ line in worse to best order. If you have 10 manufacturing lines start the output rate % gap between actual and expected. Identify top 3 worst performing areas or set a acceptance limit like only discuss line which are below 90% of expected output. This bring focus for group to focus and contribute to large part of problem with fewer items to deal with – 80:20 principal works here like everywhere.

Step 3 : Let area managers use standard format to respond while explaining failure and resolution   

The number 1 time killer in a meeting is tangential discussion, everything but the key matter. Standardize the response format, here is example. Ask manager of line number 3 which performed 44% output level, worst performance yesterday, to explain only following 3 things (you can evolve format relevant to your business) –

  1. What went wrong (summary of route cause of problem)
  2. What action is taken as countermeasure (Fix -it done)
  3. What can be done differently so problem does not repeat

Ask to answer each question in only 1 sentence.

This way you can discuss 80% of the problem causing stuff in your workplace in 3-8 minutes. This leaves you with additional 2 minutes to discuss any success story (breaking past performance record) and safety/5-S like important daily topics.Since it is a group meeting you can improve decorum by asking 1 person to speak at one point of time. Do not forget to give small open forum of 1 minute if an issue may need contribution from rest of the group. If something needs more prework with longer time to work on it you can not address such stuff in daily staff meetings. Let staff meeting remain a communication forum. More complex issues must get longer meetings in calendar.

Do not forget to hit like / star below. Share feedback

Invite me to your workplace to fix your meeting issues without a dime. Wishing you and your team happy productivity.

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Relationships matter more than online presence in B2B selling

Relationships matter most in B2B selling as they act as barrier for competitors and new entrants. These relationships are not based on price but advice. The advice offered is not about being more resourceful technically alone it is about advice that enable customer improve performance. Anyone can offer lower price but this is short term win and not foundation to a sustainable repeat business. By enabling advice that help customer succeed continually one becomes partner than a mere seller. A partner helping company successful is difficult to beat and more difficult to replace. There are two key elements which are foundation to the relationship selling in Industrial goods space.

First important element is expectation of stable supply-chain. This aspect is equally important for big manufacturing customers and their next ties SMEs in the supply-chain. This aspect is equivalent to automation of processes. Without a partner on which a company can rely it will be tough to maintain a smooth supply of necessary products on demand. Based on consumption frequency the products used are classified at runners, repeaters and strangers. The stranger items poses a threat of supply-dry situation if you do not know a regular seller who understand the need to stocking it for the company and supplies it in the eleventh hour of need. If this dependency fails at a tier-1 automotive manufacturer as an effect an OEMs production line will stop which is a heavy loss making situation as hundreds of workers will be idle.

Second important aspect of keeping a relationship barrier driven business is being cost effective. It is a no brainer that it is far more cheaper to maintain cost of services to existing customer than to spend on entire cycle of procuring a new customer by prospecting, communication, sales call and proposal generation etc. The cost of acquiring a customer using online platform is very expensive using digital marketing tools like pay per click model which stands at approx. 25% of revenue comparing approx. 5% in case of for same revenue in case of offline sales. Indiamart has recently stopped operations of Tolexo, its pure online business.

India has seen reasonable infrastructure development with rise of B2C eCommerce in form of efficiency small packet logistics. This aspect has improved turn around lead of time of supply of small volume items or stranger items using eCommerce infrastructure. This has led to ‘instant delivery model’ developed by supplyMr.com which is becoming the ever efficient. The progress suggest that this will enable more content of purchase becoming just in time purchase. In addition to lead time another key advantage to offer a hybrid model which includes online presence is transparency in pricing as all product catalog is available online. While relationship selling ensures long term sustainable business relation, eCommerce solutions are bringing added value in form of efficient logistics of small size delivery and transparency.

 

BW Disrupt (Business World’s wing on startup published guest article on 24-02-2017)

http://bwdisrupt.businessworld.in/article/On-Ground-Relationships-Still-Matter-More-Than-Online-Presence-In-The-B2B-Industry/24-02-2017-113445/

 

 

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4 Pillars to manage HR Function

Importance of HR management can not be ignored anymore irrespective of size of your organization. Objective HR management is new age mantra considering the paucity of time we all operate in. More objectivity can be supported by becoming more metrics measurement focused.

The master question every HR leader and Business leader is pondering can be summed up as follows:

“What kind of resources do we need to acquire and what talents and skills do we need, so that our Business Processes perform to the expected level?”  

Now lets look at what kind of HR pillars / infrastructures are required in modern organization – noting again – irrespective of size of organization. The 4 pillars are ‘Employee Motivation’, ‘Talent Pipeline’, ‘Acquire’ and ‘Skills’. In this blog we are further going to dive deep and explore key elements within each infrastructure. We will look at each pillar with action phrase and we will nail a tool than can help manage the key element within each Infrastructure or Pillar.

Pillar 1 : Keep and sustain employee motivation

Employee motivation is important metrics. The key element here is engagement to keep and sustain motivation. It is important that at different levels within organization specific initiatives are planned.  In a manufacturing organization levels can be blue collar, middle management and senior management. To keep and sustain motivation level first it is important to measure it. ‘Employee Satisfaction Survey’ can have sections which specifically measures ‘Motivation Score’. The score outcome in each employee level will help to plan engagement calendar. The engagement calendar for IR (Industrial Relations) with blue collar employees can sustain motivation with identification of activities like ‘Plant Manager / Skip Level  dialogue meetings’, ‘Sports events’, ‘Learning Events which are relevant to their job area’ and many more. Similarly an engagement calendar for middle management employees can drive measured motivation score in ‘Employee Satisfaction Survey’ with events like ‘Specific Skill Training’, ‘Family Day/ Annual Day Celebration’,  and ‘Dinner with CEO’ etc.. The key tool here is ‘Engagement Calendar’ for each level quarterly approved for execution by management.

 

Pillar 2 : Fill Talent Pipeline

It is apparent that 20% of the employee base contributes to 80% of results. Therefore it is so much important that those 20% of key employees are identified. In addition to identification they deserve higher level of engagement. In my experience at Anand Automotive it is very impressive to observe that this list is personally monitored by top 2 people in the group comprising of 8000+ employees. The filled pipeline and employee engagement results are impressive and better than other peers. This list of employees need to be overlapped with the functional positions needed to be filled in this year and 3 years from now to spot gaps. The gaps can be filled through training the people with challenging on job assignments so they can be elevated and fill those gaps. Another approach is lateral hire. Lower the need of lateral hire optimizes employee cost for the organization. This infrastructure therefore is key to build a sustainable business.I rate Anand Automotive as best organization in India on this metrics to measure this infrastructure of filled talent pipeline.

 

Pillar 3 : Acquire / Hire 

This pillar is critical and large number of organizations are struggling to perform adequately on this. Two key issues need to be addressed -first, the process of hiring itself as it seems it take forever to on-board needed talent and second, hire employee with higher potential than current level of people in the organization for the same job.

Process of hiring can be tracked through simple stage gate matrix. It is important to assign target SLA for each stage gate after approval to hire happens. Example:

Stage Gate                                                                                                        Standard SLA

Job Description Final by Manager (not to change ideally)                    5 Days

Collection of 20 CVs of similar profiles matching JD                             5 Days

Shortlist 5 CVs for Phone/ In Person Interview                                       5 Days

Interview by at-least 3 panelist (Group or Individually)                      5 Days

Offer letter + Backup second best engagement                                       5 Days

Once the actual performance is tracked it is possible to give feedback to stage gate where SLA is higher than acceptable standard. Easier said than done – not impossible 🙂

Second key issue of hiring employee with higher potential than current level of people in the organization for the same job helps keep raising the competence level of organization. One of the 3 panel member in the interview can focus of just this aspect of hiring. Decision making can avoid ignoring feedback from all panel members.

A very good practice to follow is involve high number of employees in hiring panel interviews. It is a win-win as it gives chance to existing employees to research more about own organization and improve pride of belonging. It gives also acceptance to new incoming employees by at-least panelist and it is not a bad start.

 

Pillar 4 : Skill Employees

Appropriate skill set is critical ingredient. Organizations are not implementing skill programs well due to lethargy of managers to assess and record skill gaps quarterly or bi-annually. Without measure gap and skill need identification one can not work on this.Useful one on one meetings can ensure this. If HR manager drives gap assessment half the work is done. Once you have documented gap analysis it is enough motivation for all involved Employee-Manager-Management to approve best of affordable cost skill programs for employees. If you have large employee base you can run knowledge center in-house and offer incentive to employees who support as trainer. In case it is difficult to start a goal like minimum 40 hrs of annual training is good metrics to measure.

HR management is vast area and no document will be ever able to capture all what is takes to become a great HR practitioner in a constantly evolving world. I wish all the success to your organization – happy managing.

At supplyMr.com we are very passionate about these 4 HR pillars. If you would like to learn more please contact author.

 

 

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Third Infra – Training & Education : Implementing change initiative across organization 3/8

Every organisation big or small in order to remain relevant to its customers need to constantly improve. A recent study by Forbes suggests that majority of change initiatives TQM, Zero PPM and Green Org fail to produce intended results. ‘8 Infrastructures’ or ‘8 Success Factors’ is a practice which is evolved by Rishi Diwan by practicing these success factors while running mid size to large organizations.

8 Infrastructures can bring enormous value to such initiatives by making them sustainable and a win-win for all in the organization.

This video is about ‘Third Infra – Training and Education’ of the series of 8 videos on each Infra to implement change across organization.

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Second Infra – Organization Setting : Implementing change initiative across organization 2/8

Every organisation big or small in order to remain relevant to its customers need to constantly improve. A recent study by Forbes suggests that majority of change initiatives TQM, Zero PPM and Green Org fail to produce intended results. ‘8 Infrastructures’ or ‘8 Success Factors’ is a practice which is evolved by Rishi Diwan by practicing these success factors while running mid size to large organizations.

8 Infrastructures can bring enormous value to such initiatives by making them sustainable and a win-win for all in the organization.

This video is about ‘Second Infra – Organization Setting’ of the series of 8 videos on each Infra to implement change across organization.

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First Infra – Goal Setting : Implementing change initiative across organization 1/8

Every organisation big or small in order to remain relevant to its customers need to constantly improve. A recent study by Forbes suggests that majority of change initiatives TQM, Zero PPM and Green Org fail to produce intended results. ‘8 Infrastructures’ or ‘8 Success Factors’ is a practice which is evolved by Rishi Diwan by practicing these success factors while running mid size to large organizations.

8 Infrastructures can bring enormous value to such initiatives by making them sustainable and a win-win for all in the organization.

This video is about ‘First Infra – Goal Setting’ of the series of 8 videos on each Infra to implement change across organization.

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Implementing change initiative across organization : Introducing 8 Infrastructures

Every organisation big or small in order to remain relevant to its customers need to constantly improve. A recent study by Forbes suggests that majority of change initiatives TQM, Zero PPM and Green Org fail to produce intended results. ‘8 Infrastructures’ or ‘8 Success Factors’ is a practice which is evolved by Rishi Diwan by practicing these success factors while running mid size to large organizations.

8 Infrastructures can bring enormous value to such initiatives by making them sustainable and a win-win for all in the organization.

This introduction is followed by 8 further videos describing each infrastructure in further detail.

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How to implement major change initiative across organization?

Every organisation big or small in order to remain relevant to its customers need to constantly improve. A recent study by Forbes suggests that majority of initiatives fail to produce intended results. ‘8 Infrastructures’ or ‘8 Success Factors’ is a practice which is evolved by Rishi Diwan by practicing these success factors while running mid size to large organizations. The original concept is evolved by Professor Shoji Shiba where he wrote in his book ‘A New American TQM’ about 7 Infrastructures. With practical insights the concepts is further augmented.

The initiative can be divided in four phases – setting up, empowerment, sync and link. Setting-up Phase is preparation phase where first two success factors are addressed. ‘First Success Factor – Goal Setting’ and ‘Second Success Factor – Organization Setting’ are conducted.

Empowerment Phase can last between 2 and 3 years which comprises of next three success factors. ‘Third Success Factor – Training and Education’, ‘Fourth Success Factor – Promotion’ and ‘Fifth Success Factor – Diffusion of Success Stories’ are the success factors of this phase.

Sync Phase or Synchronization Phase starts after 2-3 years and not at the beginning. This phase comprises of next two Success Factors i.e. ‘Sixth Success Factor – Incentive and Awards’ and ‘Seventh Success Factor – Diagnosis and Monitoring’.

Link Phase is usually the last phase where assessment of concluding the initiative is done followed by a successor initiative which will then repeat Success Factor 1 through 7. This phase comprises of last Success Factor, ‘Eighth Success Factor – Conclude and Link’.

Lets look at each Success Factor or Infrastructure to launch organization wide change initiative. This set of 8 tools is very effective to launch initiatives like ‘Work Place Transformation’, ‘LEAN’, ‘Green Organization’ and so on. The comprehensiveness of the tools presented and practiced shows that organizations can save millions of dollars by running a well communicated and success factor enabled program.

                                                       Phase I : Setting-up

Success Factor 1 : Goal Setting

To segregate imaginative ideas and closure to ground ideas it is recommended to create goals at three levels of hierarchy. Start with defining ‘Noble Goal’ which more philosophical goal and relevant in 5 years from now. Arrive at ‘Intermediate Goal’ which is relevant for the initiative in the 3 years from now. Then define very specific SMART goal as ‘Annual Goal’ – include expected results. The split of 3 will help in communication to all kinds of stake holders. Name your initiative which is easy to remember and refer.The name should be crisp, funny if possible and referring to the goal. Some example are ‘SPRINT – a performance matrix improvement’, ‘C and C – Customer Satisfaction and Cost Reduction in a process’, etc.

Success Factor 2 : Organization Setting

It is important for an initiative which is large scale and impacts whole organization, two parallel complementary organizations are in place. First is ‘Organization of Daily Operations’.This comprises of regular organization like plant leader/ site leader with his functional heads. Second is ‘Organization for Change’. This consists of ‘Full time Promotional Organization’ and ‘Committee’.  This factor is of utmost importance as many a times all participants of initiatives are part time ones lead to failure.

                                                       Phase II : Empowerment Phase

Success Factor 3 : Training and Education

First create a homogeneous segment of participants – General Managers and Line Managers may not suite fit for same content. Utilize line managers for teaching as they are closest to ground realities. Use real examples from your business. You can follow learn-apply-learn. Once a learning is given using a training let the participant apply at workplace and then again get together to learn from it. Continue to do so to improve on learning and implementation repeatedly

Success Factor 4 : Promotion

It is important aspect of implementing change to promote the initiative well. The is at the base of needed communication. This can be worked at three levels.

Logic level – Flyer, Brochure, Process Flow etc.

Image Level -Video, Motto, Flags and Symbols.

Events Level – Education, Presentation, Drinking, Eating, CEO crusade

Remember logic level is required but least effective. Image level is powerful way of communication. Most impact-full though is event level. Do you recall the CEO talk over a beer.

Success Factor 5: Diffusion of Success Stories

Small achievements in the beginning can boost moral and are most vital. Without success stories no snowball can happen. This makes key part of Phase two of Empowerment. Combine celebration and fun during presentation of success stories.

                                                       Phase III : Synchronization Phase

Success Factor 6: Incentive and Awards

This is one of the two pull factors of the third phase. This success factor to be conducted after 2-3 years an initiative is running. This can include promotion, cash award, recognition –  individually or in a group.

Success Factor 7: Diagnosis and Monitoring

This is one of the two pull factors of the third phase. This success factor to be conducted after 2-3 years an initiative is running. This includes reviewing the whole program and each level of it, resource restructuring and progress measurement.

                                                       Phase IV : Link Phase

Success Factor 8: Conclude and Link

This is important that in about 5 years journey of an initiative the success and contribution is measured and recognized. This can be an event which explains the journey of the initiatives-  highlighting gains and leanings. No organization stops growing if intending to innovate. Link the conclusion of this initiative with a new launch and run success factors 1 through 7 again.

All the best with change initiative in your organization. If you have any questions write to Rishi Diwan. You can visit http://www.supplyMr.com where one such initiative is going on. You can watch out for blog space to learn more on practical side of the conceptual framework given here. One of the upcoming article will be on successful ERP implementation experience across 5 manufacturing sites and 17 distribution centers across India.