Quality improvement work in Japan has focused on expanding quality control methods. In this vein, Japan paid great attention to statistical control methods and in 1949 introduced the "Industrial Standardization Law". Such measures led to a sharp increase in the quality of products, but shortcomings were identified - often the principles of standardization in some industries were implemented formally, there was opposition to the introduction of statistical methods of control, and managers often did not pay due attention to quality control issues.
This changed in the late 1950s when a new value system emerged in the industry focused on increasing brand awareness. This required quality improvement, which naturally led to quality control by all employees of the company, from the worker to the manager. The period of mass training of workers in quality control methods begins. Then all this resulted, as is well known, in a systematic and continuous system of education of workers. respectful attitude to the consumer and the desire for quality results of labor. In the early 1960s, conditions were created in Japan for foreign trade and there was a need to improve the quality of Japanese goods to the world level. Many companies began to pay increased attention to quality issues and, as everyone knows, they have reached significant heights in this.
The main features of the Japanese quality management experience include:
educating each manufacturer of a respectful attitude towards customers and consumers (“cult of the consumer”);
actual implementation of the principles of integrated quality management;
involvement in the process of ensuring and managing the quality of all employees of all departments of the enterprise;
continuous systematic training of all employees of the company on issues of quality assurance and management;
creation and effective functioning of a wide network of quality circles at all stages of the life cycle of products and services;
establishing and maintaining a solid quality assurance system;
application of the most advanced control methods, including statistical ones, during quality control, with priority control of the quality of production processes;
creation and implementation of carefully designed comprehensive plans for quality control and their implementation;
application of advanced technologies in production;
application of a developed system of propaganda of the importance of high-quality products and conscientious work;
strong state support for improving the quality level and ensuring the competitiveness of Japanese goods in world markets.
The most important features of quality management in Japanese firms are:
collection and use of data on the quality of products in use from consumers (“product traceability”), not only of their own, but also of competitors;
prompt introduction of new and modernized technologies into production.
There is no general management theory suitable for all times and peoples - there are only general management principles that give rise to Japanese, American, French or German management systems with their own unique features, since they take into account certain national values, features of national psychology, mentality, etc. d. Japanese management system recognized as the most effective in the world and the main reason for its success - the ability to work with people.
Japan was the first in the world to develop modern management with a "human face", involving all employees in the activities of enterprises and firms, in the manufacture of high-quality products at low costs. In a country poor in natural resources, the principle is traditionally cultivated: “our wealth is human resources”, in accordance with which conditions are created for the most efficient use of these resources.
In recent years, there has been an increase in interest in Japanese forms and management methods, since the fast successful development this country has allowed it to take a leading position in the world. Japan is the world's largest producer cars ; dominates the production of almost all categories of mass semiconductor microcircuits; recognized as the most competitive country in the world; occupies a leading position in ensuring literacy, social policy, quality of life. These and other successes are largely due to the high level of management, the founders of which were Matsushita, Kurata, Ishizaka, Honda, Morita, Ibuka and etc.
Japanese control system developed partly under the influence of local traditions, partly as a result of the American occupation after the Second World War, partly as a reaction to the need to combat poverty and devastation after the war.
The process of formation of Japanese management was influenced by American management ideas. Yes, the most important Japanese management idea the idea that an employee should work for one firm all his life is of American origin, but in Japan this idea has a huge effect.
Paragraph 2.
Integrated quality management; Kanban system and quality circles
The organizational and technical content of Japanese management includes a system Kanban (just in time) integrated quality management, focus only on the consumer, methods of "participating management" and "forward thinking", flexible organizational structure, system managerial control and etc.
For the first time, the Kanban system was developed and applied in the automobile company "". The essence of this system is to abandon the production of products in large batches and the creation of a continuous-line multi-subject production of products of different models; at the same time, the supply of plots is carried out in such small batches) that, in essence, it turns into a piece.
The point of working on the Kanban system is that at all phases production cycle the required assembly or part is delivered to the site of the subsequent production operation “just in time”, i.e. exactly when it is needed, and finished products are produced and sent at the very moment when they are needed in the distribution network.
The performer of each operation must consider the performer of the subsequent operation as his consumer and perform his part production process especially carefully.
The Kanban system provides for the fulfillment of production orders not by weeks, but by days and even hours. At the same time, the dispatching of orders is carried out by the workers themselves. The Kanban system provides for a reduction in the volume of processed batches, a reduction in backlog, the practical elimination of work in progress, and a minimization of inventory. As a result, the majority of storage facilities are eliminated and freed up production area, previously used to place the backlog.
The main advantage of the Kanban system is its simplicity, but it is by no means easy to implement. For example, the use of this system is practically impossible without a significant reduction in changeover and retooling time. production equipment, as well as without fulfilling a number of other preconditions, the achievement of which became possible only on the basis of scientific and technological progress. The use of the Kanban system is costly, but after its implementation, the costs are more than paid off and a large economical effect at the expense rational use materials, increasing labor productivity and product quality.
It is impossible not to mention another system connected together with the Kanban system - integrated quality management. Having a positive influence on each other, in total they give a synergistic effect.
No country in the world pays as much attention to production efficiency and product quality as Japan. It is part of the way of life of the population of the country. As the Japanese say, "quality is a state of mind, productivity is a way of virtuous behavior."
Leading Japanese firms are consumer-oriented. In this regard, we note that Russian new entrepreneurs often seek to sell what they have. The real market is formed by those businessmen who sell goods and services that consumers need, and not at all what they managed to produce or get for sale.
The main provisions of the Japanese experience of quality management according to the Kanban system in combination with integrated quality management can be briefly formulated with the help of a Japanese saying: “Avoid Muri, Muda, Mura”, i.e. surpluses, losses and unevenness.
The fundamentally important provisions of the Japanese quality management experience in combination with the Kanban system are the following:
1) high quality products in Japan is the fundamental principle of Japanese management. "Quality First!" is not just a slogan, but a strategy for organizing production. Quality assurance is paramount, and production volume is only second. In the name of quality assurance, workers are given the right to stop the production line if they do not have time or cannot do their job well. Here, production is planned based on underutilization of capacities, so that there is time during the work shift to solve emerging production problems, and until the causes of the marriage found in a particular area are identified, production in previous areas is stopped in order to prevent the release of defective products;
2) refusal to release unnecessary, superfluous products in the name of fulfilling the task, which leads to an increase in work in progress: “Do not do unnecessary work just so as not to be idle”;
3) the desire for dsbureaucratization, the elimination of excessive paperwork where it is possible to get by with an oral order by telephone; rejection of unnecessary administrative links, the presence of which complicates the decision-making procedure. As R. Schonberger points out, "the simplicity of the Japanese system does not tolerate unnecessary administrative links and bureaucratic red tape."
For most Japanese companies the so-called flexible organizational structure is characteristic: the employee must perform any work related to his duties: the content of the work is constantly changing; from the performers are waiting for suggestions to improve the work; there are few formalized instructions, and existing ones are not always followed;
4) ensuring the flexibility of production, its rapid adaptability to changing market requirements: the release of mixed models and the flexibility to use highly qualified work force thanks to Japanese workers, as a rule, own related professions; production of small cheap specialized machines instead of acquiring one large and universal one. Up to 40% of the equipment installed in Japanese firms is improved equipment designed or modified in-house.
At the functional divisions of the central administrative apparatus of firms, as a rule, special centers are created, which:
constantly study the demands and trends of the market development, requirements for product quality, develop quality standards taking into account the requirements of the market;
develop measures to improve products, conduct research related to the release of new products;
create models of new types of products, as well as develop production and technical criteria for the manufacture of products High Quality at minimal cost;
evaluate the effectiveness of the functioning of the product quality control system in accordance with quality standards;
develop and implement sets of product quality standards for its installation, transportation, storage, repair, maintenance, etc.
The goal of the Japanese entrepreneur is to make the most of the skill, talent and ability of each worker. Therefore, the method of “participatory management” is applied based on “bottom-up” decisions, and each employee bears his share of managerial responsibility, which makes it possible to use his abilities most effectively. Decisions are discussed by all members of the team, made slowly, but implemented quickly (since everyone participated in its discussion). The quality of the solutions is high, and there are few errors, since a large amount of information is processed. The method of "participating management" causes an increase in labor productivity and an increase in product quality.
We also note the openness of information about the state of affairs and plans of the company, which allows developing cooperation between workers and the administration and establishing close interaction between teams of different services.
Japanese control system Quality means simplifying problems rather than finding complex solutions. A simple but effective approach to quality management developed by the company "" is used in other Japanese firms. The Spirit of Sony manifesto says that Sony is a pioneer and will never follow others ... Sony will always strive for the unknown.
The efforts of the head of this company, Akio Morita, who was in charge of the commercial side of the matter, and Masaru Ibuki, the technical director, turned a small, unknown company into one of the largest transnational corporations in the world. Moreover, it was created not only big company but the firm is an innovator. It was the first to launch mass production of a transistor radio and created the world's first home video recorder. A portable cassette player with headphones - an indispensable attribute of modern youth - is also the brainchild of Sony. Recently, this company has developed a technology for creating a TV with super high definition images.
Sony is at the pinnacle of scientific and technological progress and has produced more household appliances than other countries with their powerful research institutes and laboratories. Important role here played the so-called anticipatory thinking - essential quality a true innovator.
Large industrial companies Japan use a wide range of tools to attract workers and employees to innovative developments. At many enterprises, the so-called quality circles on a voluntary basis have become widespread. The circle, consisting of a small group of people, is called upon to voluntarily control the quality of labor and products at the enterprise where its members work. Members of circles should contribute to the development of the initiative of employees, create an atmosphere of creative search at the enterprise. A member of the circle is obliged to make a specific proposal for improving production at least once a month. A company-wide competition is organized between quality circles with monthly summing up and awarding the winners - for example, gold, silver and bronze medals, or the right to label products with their brand, or the right to participate in intra-company, regional and even international conferences on quality.
The contribution of the Japanese to the new quality management system is not limited to the increased motivation of the employees of the enterprise to improve the quality of work. The Japanese themselves believe that there are more than a dozen specific differences between their system and the American and European quality management experience. Let's name and consider some of them:
1. Quality management has become a national idea. Perhaps this difference has become one of the most important factors in the high efficiency of the total quality control system. Two directions of this difference can be noted.
First direction - high level state regulation product and service quality. The state has issued more than 30 laws protecting the rights of consumers, including those on labor safety, quality, certification system, etc. The second direction is wide public support TQC ideas. In Japan, there are various institutions and societies that promote the dissemination and development of quality management principles. For example, the Japanese Association for Standardization, the Japanese Union of Scientific and Technical Workers. These organizations award Deming Prizes, hold an annual quality month, organize numerous quality conferences, and promote the development of quality circles. 20-30 books on quality management are published annually in Japan, and three monthly magazines like our "Standards and Quality" are published. Japan confidently ranks first in the world in promoting quality.
2. Large-scale introduction of TQC, and later TQM in all sectors of the economy.
By the beginning of the 90s, this system was introduced at enterprises in 23 industries. Implementation goes both horizontally (between industries) and vertically (parent company - branches),
- 3. The whole variety of methods and techniques of quality management is used.
- 4. Widespread use of standardization. Standardization has become an indisputable law for Japanese product manufacturers. The current ideologist of the Japanese quality management system, H. Kume, defines the following three reasons for the appearance of defects in production: standards are not set, standards are not observed, and standards are not suitable. Japan is characterized by the widespread use of intra-company standardization (in the Russian interpretation - enterprise standards). It applies to all elements of the production and entrepreneurial activity. The importance of comprehensive standardization covering all stages of the production process is emphasized. For example, let's give the level of intra-company standardization at the well-known Japanese company Toshiba: standards at the company level - 900 pieces, standards at the level of the functional divisions of the company - 3600 pieces, standards at the level of the company's factories - 15000 pieces. The standards are reviewed every 3-4 years. What enterprise in Russia can boast of such a level of standardization?
- 5. The quality management system in firms permeates all areas of its activity.
- 6. Quality management involves all the staff of the company under the guidance of its head.
- 7. The company's management determines the quality policy and exercises control over its implementation.
- 8. Quality management is carried out at all stages life cycle products - from design to after-sales service.
- 9. Held internal audit quality.
- 10. Continuous training of the company's personnel in the techniques and methods of quality management is carried out, efficient use acquired knowledge. In 1994, more than 17,000 people were trained off-duty in Japan in quality courses, including international standards ISO 9000 series. Other elements of the Japanese approach to quality management should be added to this: focus on continuous improvement of the process and work results in all departments, focus on quality control of processes, and not on product quality, focus on preventing the possibility of a defect. It should also be noted that statistical quality control methods have reached an unprecedented flowering in Japan.
The main concept of the "Japanese phenomenon" is perfect technologies both in management and in production. Computers and microprocessor technology are widely introduced in firms, latest materials, automated systems design, flexible production systems, robotic complexes.
The leading American scientist A. Feigenbaum, who put into practice the term "integrated quality management", implying the use of a group of quality improvement methods, did a lot to promote Japan to the leading powers in terms of product quality. From the point of view of the Japanese approach to integrated quality management, the following is important:
- - continuous improvement of the quality of products from project to project (with the simultaneous rejection of the concept of “acceptable” level of quality common in the West);
- - responsibility of each worker for product quality;
- - quality control during each production process as opposed to random control of individual lots;
- - the use of simple, clear and understandable indicators of quality assessment;
- - the use of automatic means for measuring product quality indicators.
"Ensure quality in every workplace" is the Japanese concept of total quality management. For an employee of the enterprise, this means that the mistakes made by him should be detected and corrected right there, at the workplace.
The system of integrated quality management in many enterprises is used in combination with the production system "just in time". The Japanese, more than Europeans or Americans, pay attention to the philosophy of quality as a means of ideologically influencing quality workers. If the USA tries to protect the consumer in its standards, then the Japanese quality management system is designed mainly for the manufacturer, believing that his conscious attitude to the quality of the work performed will protect the consumer more reliably than standards. Japan, more than any other country in the world, refers to the figurative expression of A. Feigenbaum: “Quality is not evangelism, not a rationalization proposal and not a slogan; it's a way of life."
The famous “Japanese quality” may well become a myth that few people will believe in in the future. Another Japanese corporation, Mitsubishi Materials Corp., admitted to falsifying data on its products - materials with falsified characteristics were supplied to more than 250 customers, including aircraft manufacturers.
Shares of Mitsubishi Materials (a division of Mitsubishi Group) fell 11% after the company corporation about the systematic forgery of reporting in three of its subsidiaries. Mitsubishi Cable Industries Ltd. falsified data on the quality of rubber seals, and Mitsubishi Shindoh Co. - data on brass strips.
Substandard products could be supplied to 229 Mitsubishi Cable Industries customers and 29 Mitsubishi Shindoh customers. Another division, Mitsubishi Aluminum Co. Ltd., also supplied products with incorrect documentation, but the company claims it has already settled relationships with customers who confirmed that the supplied materials were supposedly “safe”.
Recently, we have already written about the falsification of product data at the enterprises of the Japanese metallurgical company Kobe Steel. It turned out that factory workers had falsified product data for years. As a result, the reputation of the Japanese auto industry is also at stake. After Kobe Steel admitted they were unsure about the quality of their metallurgical products, produced over a number of years at several plants, the largest automakers Toyota Motor Corp. and Subaru Corp. immediately began to find out where they could use the materials that fell under suspicion.
A few days later, new details emerged. It turns out that data were falsified, including for iron ore concentrate (powder), which is used in the production of many critical components, including the engine, transmission, brakes and steering.
Amid this news, Kobe Steel Ltd. fell another 20%, after yesterday's fall of 22%. From Friday to Wednesday, the total market value of the company, Japan's third-largest steelmaker, plummeted from 498 billion yen to 313 billion yen (that's about $1.6 billion). Investors are in a panic.
This is not the first and probably not the last case when Japanese corporations were engaged in postscripts, falsification of statistics or direct violations of standards. Suffice it to recall Fukushima (TEPCO) and Toshiba.
A wave of revelations swept through the auto sector. Nissan Motor Co. reported that she had been inspecting new cars with violations for almost 40 years established order, while Subaru Corp. admitted that she allowed uncertified workers to inspect the goods before shipment. Auto parts manufacturer Takata Corp. filed for bankruptcy this year following a scandal with faulty airbags.
At this rate, the very concept of "Japanese quality" will soon be completely discredited.
Perhaps the problem is that Japan is gradually moving away from the traditions of the old Japanese capitalism, which was characterized by a high level of corporate and personal responsibility, and is moving towards the American style of doing business.
PS. “American way of doing business” means that you are constantly being lied to. For example, over the past year, the automaker Tesla has been losing $480,000 EVERY HOUR - but this does not stop Ololon Musk from puffing out his cheeks and stock quotes, thanks to which Tesla has a higher capitalization on the stock exchange than General Motors and Ford Motors.
30-10-2017, 09:09
There is one gestalt (unfinished business) that hangs over all the citizens of the USSR, who believed that it is worth liberating private initiative, how it will radically change production relations, after which domestic Mercedes-Toyotas, Grundiki-Panasonics, Rosenlevs will become a reality. -boshi "...
Thirty years have already passed since the day of those very promises, and in the entire post-Soviet territory (neither in the Russian Federation nor in other former fraternal republics) not a single purely domestic plant (from a drawing to components) for the production of household appliances has been built ...
Personally, this issue has always worried me not only from a general civil, but also from a professional point of view, especially when, while studying the traditional quality system, I unexpectedly stumbled upon its absolutely Soviet roots.
The “Japanese quality”, which has already become a household name for the work of an enterprise with zero marriage, has a specific author, and this is by no means a Japanese, but an American - Edward Deming, whom his native country sent to hell with his offers of work without marriage and downtime. (not only in Russia there is no prophet in the fatherland).
But he came to court in post-war Japan, which at that time had nothing to lose and which had nothing but post-war ruins ... If you paint the history of Deming and his quality system in detail, you get an exciting story with a "happy end". And not even about Japan, which turned out to be not ready for such work on a national scale, because of which the term "Japanese quality" remained, and the quality itself has already deteriorated...
Deming, who worked during the 2nd World War in military acceptance, faced the problem of weapons failures that could not be dealt with by any, the toughest and most numerous controllers, was naturally interested in the experience of other belligerent powers, including the experience of arms production in the USSR, in As a result, in today's world-famous Japanese "quality circles" and technological bells and whistles, like "5S" and "kaizen", anyone can easily learn the technology of quality management in the production of Soviet weapons.
In the USSR, this science was called metrology, and it (especially applied managerial metrology) has always been the stepdaughter of ideological dogmas, according to which the real soviet man was simply not able to work poorly.
Summarizing all his military experience, Deming elegantly and quite practically proved that the quality of work with zero defects at the output is possible in any conditions, including the war-ravaged economy, the shortage of qualified personnel and high-quality raw materials. He also proved that quality improvement reduces the overhead costs of the enterprise, and not vice versa.
Life has shown that the quality system implemented at the enterprise instantly enters into a severe contradiction with the principle "I'm the boss - you're a fool", relegating managers to the role of firefighters, whose task is not to lead (from the words "lead by hands"), not prosecuting and butchering, but tediously and monotonously removing organizational obstacles that prevent subordinates from working normally, rhythmically and fruitfully.
Life has also shown that the quality system drastically reduces (almost to zero) the ability to steal quietly and imperceptibly, because the result is loud and defiant. And in the same way, it does not allow cheating, passing off an hourly result of labor as a three-day one ... That is, the quality system enters into a severe contradiction with all administrative traditions and class stereotypes of professional managers taken together.
However, Japan is Japan, and "our own pride ...", especially since, again, gestalt .... In a word, being convinced that the Russian people are no worse than the Japanese, and the quality system with zero marriage at the output has a chance to be implemented and working at an average Russian enterprise.
Realizing that practice the best criterion of truth, back in 2014 I decided to introduce this contraption myself, about which yesterday I shook hands with the owner of such an average Russian enterprise, which is also not in the capitals, but in the most provincial province of the Non-Black Earth Region (in the future I will call him Sam Samych, since he manages to perform personally all the main technological and management procedures).
For Sam Samych, it was an attempt to at least slightly reduce the personal burden of duties, which over the years became already overwhelming, but for me it was a challenge, like an aptitude test. If I can, then I have the right to wear all my titles and teach others something there. I will not be able - that means - to the farm - to grow cabbage (which, in fact, I am currently doing).
Time trouble, which at the same time crushed Sam Samych and me, turned everything that happened into a semblance of "this is our last and decisive battle ..." therefore, crossing ourselves frantically, we immediately began with a gait:
The time spent on the audit of Sam Samych's production led to the following result:
The team is quite normal and well managed. Specialists are mostly adequate and knowledgeable, but immensely tired of the mess in which they live and which (let them forgive me) diligently reproduce.
Therefore, each release of very good (by any standards) products and the shipment of the next order to the buyer is always a feat.
It looked something like this:
- What is this car at the warehouse?
- Well, how? The Kazakhs arrived - got up to load ...
Ta-a-a-ak, and what do we ship them?
Nothing yet, but model 555888 should ship.
What the fuck is 555888? Where?
Well, how! Here is the order - issued back in August, paid in September. Today - shipment ... So they arrived ..
Ah-ah-ah-ah-ah-ah ... Urgently here on the 1st, 2nd, 3rd! Where, you sons of bitches, is model 555888 on order due to ship today? On some kind of paint? So what if the legs didn't arrive on time?! Did they interfere with painting?!!! When will it be ready to ship? How about in 3 days?! Yes, I will send you all in three days ... !!!
Samych himself, we have model 888555 in our warehouse, almost ready for shipment ... It will only be shipped to Tver in 5 days. It differs from 888555 only in overlays, handles and one more crap that needs to be replaced with a bullshit.
What does "almost" mean?
- Well ... T2 screws were not enough for assembly.
How was it not enough? Why?
Well, why? But the suppliers brought you an invoice for 7,000 of these self-tapping screws ... And you said: “You want too much!” and paid only half ... Like - spend it - we'll buy more ... So they are not enough ...
Well, why didn't you buy the second half?
So our supplier no longer has such ... Here he is waiting for them to come ... and we, therefore, are also waiting ...
- Well, stsuko, wait? Urgently purchase the missing ...
The supplier flies out with a bullet ... after some time, he returns sad:
- We won’t buy so much anywhere else at once, only if we collect in retail ...
Urgent - allocate three cars - shopping - a bullet!
While some are busy shopping, others are urgently changing handles, fitting crap instead of crap, and customers are given water, food and entertainment in every way so as not to be bored, and they speak their teeth so that - God forbid, they do not understand what is happening.
And at the appointed time, the lathered messengers return with the necessary screws, the figovina, snorting with displeasure, begins to show signs of life, all human potential that can be reached, including those on sick leave and vacations, is assembled, mobilized and thrown for assembly, fine-tuning, packaging, loading, and with a delay of some three hours, the buyers' car sets off with the completed order ...
Wiping the sweat from his forehead, Samych himself finally exhales, and, already relaxed, says: “Well, thank God, we had time ...”
Then the phone rings, as always “suddenly” silent for a time of emergency, and Samych finds out that he is looking for the address of the warehouse and can’t find the forwarder who arrived for model 444222 ... What model? ... And everything starts all over again. ..
The reasons for all this “happiness” were rooted in patchwork, fragmentary planning and the same clip accounting, when next to the ideally built-up site, where everything happens “Just-in-time”, another serenely existed, where an unknown amount of incoming details turns into an unaccounted amount outgoing components.
Attempts to link input - output have traditionally failed due to not very good (competitive) relations between the heads of these sections and the lack of an end-to-end and uniform accounting system.
And so I, like a naive Chukchi youth, decided to defeat this dragon by introducing just one of the "Japanese" bells and whistles (I quote it, since the same ones were used in the production of the famous IL-2) when the next operational link will perform the role of OTK on the conveyor in relation to the previous one.
Since waving a sword on the day of shipment of goods is an exciting process, but painfully tiring, Samych himself was asked to establish intermediate control points - their role would ideally be played by warehouses at sites, only it was necessary to make it a duty for managers - to promptly take into account the arrival - the consumption of semi-finished products not only for weight, but also with reference to specific orders and also promptly inform the very person responsible for fulfilling the order - so that all delays are at least known in advance, and not on the day of shipment.
Along the way, it seems like the task was being solved - to free those who produce products from the functions of accounting and reporting that are unusual for them. Let them better fulfill their direct duties - they cook, bend, screw, otherwise it takes 2 hours a day to fill out all sorts of reports, which, therefore, no one reads anyway.
All this was called intricately and somewhere even majestically “Standard for the design, accounting and control of instructions, tasks and orders”, everything was created by the performers themselves. However, "it was smooth on paper, but hit the ravines ..."
Any object modern economy(from the stall to the state) has three control loops: financial, logistical, information
And if the first two are recognized as such and are courted in every possible way, then the last - the youngest - either does not receive attention at all, or is awarded according to a residual and some kind of perverted principle, such as that described in numerous Russian proverbs and sayings, starting from the old regime: "Crowed - and there at least don’t dawn” and ending with a completely brutal one:
"The laziness of a Russian person is a natural reaction to the vigorous activity of the idiots who lead him"
That is, the information control circuit is always a kind of younger brother-fool among his more respectable and kind relatives. Illustrating, again with the classics:
Father (President/Director) had three sons
Senior (financial) smart was a kid
The average (logistical) was this way and that
The younger (information) was a fool at all ...
But in vain. an order is also information that moves according to certain rules from one head to another and is subject to the same rules as a product that must first be manufactured, verified in its quality, delivered unchanged to the client and made sure that he received it exactly in the way it was sent...
An object managed only by means of two circuits (financial and logistical), if the third (information) is ignored or illiterately used, is a disabled person, doomed to constant lameness, indigestion, regular enemas from the state and constant requests for expensive help from external contractors - doctors , rescuers and firefighters.
Moving from general to specific:
Therefore, to the next theatrical and tragic appeal of Sam Samych: "Well, you see, THEY (the staff) are not even able to fulfill what I told them so many times!" ... He constantly asked an absolutely simple and unexpected question: "How much?"
Samych himself, who knows how and loves to count, stumbles over this naive question, like a gentleman over a cat!
Yes, a thousand times, your mother-in-God-soul-yoshikin-cat ... A thousand!
Well, just now the squires of the President of Russia considered that only 20% of his orders had been completed. So - only every fifth... Do you have better things in the office than Putin, or worse?
Samych himself was thinking. It was interesting to compete with Putin...
Well, well, but how many orders, instructions, instructions were issued in the reporting month? How many of them were changed or canceled in the course of execution? Were among these orders and instructions contradictory in whole or in part? With two or more orders to one performer, who and how determines the priority? How many orders does each performer currently have - planned and unplanned?
But who counts them?
Well, someone thinks Putin... You think just like that, because there is nothing to do? Maybe at least to understand what their effectiveness is ... Otherwise, the efficiency is like that of a steam locomotive ... I'm not talking about analyzing the reasons for non-fulfillment ... Yes, yes, I remember - "they don't do it because they are bastards .. " - but still - each order must be accompanied by the allocation of necessary and sufficient resources:
Temporary (that is, the number of minutes-hours-days necessary and sufficient to complete)
Qualifying (that is, the necessary and sufficient knowledge that the performer needs to put in his head before sending it)
Logistics (the same machines, machinery, equipment, software, etc.)
Administrative (when authority is needed to execute)
Financial (if you need to buy something or pay someone)
How are you with this? Everything is fine? Right? What does "yes, let them say what they need ..." mean?
They are afraid of you like fire
They themselves may not know what they need, if only because no one has ever told them about it ...
Well, how is the picture recognizable? And so I, naive, hoped to eliminate all this with the help of some piece of paper, even if it was called so intricately: "Corporate standard for designing, implementing, accounting and controlling orders, instructions and instructions" Although in theory everything seems to be correct - quality manufactured products starts with quality control. And sometimes it ends right there...
