Archive for December, 2009

Leaders earning trust

December 22, 2009

Increasing the capacity of a system without using the additional capacity is a waste.

Everyday, leaders must show their commitment to keep the system in balance from end-to-end and with customer demand.

For example, making manufacturing more efficient without making product design, marketing and selling more efficient will not increase throughput and could reduce livelihoods in manufacturing.

Imagine developing a workforce with the competence and determination to manage change of their system for their customers and themselves.

Those who add value to data, information, people and/or materials (by something called work) must first believe and trust their leaders.

Trouble is most leaders do not even think system, let alone talk and act system.

Process…

December 4, 2009

…is your work that should add value to data, information or materials and is supported by resources (facilities, equipment, talent, skills and knowledge) and controls (methods, procedures, care and coordination).

After deducting the cost of the resources, controls and inputs from value of the outputs we should receive a reward to share with our families, communities and, perhaps, spend on ourselves. If our life or work continues to add no value then we are subsidized by our savings or by people whose work does add value or we die.

Such is the vital importance of all processes.

How well does your organizational management system help you to do even better work?

The plan

December 2, 2009

Analyze the system that is the organization. Seek to understand this system and how it converts the needs of customers into cash in the bank.

As a certified systems auditor you should know how to do this. With your questions of top management or the leaders you’ll focus them on explaining how their organization gets work, does work and gets paid.

From the answers to your questions you will understand the heart or core of the system if you record the answers to form a deployment flowchart. Such flowcharts are organized around swimlanes for each player. In the core process these players are the organization flanked by its customers and suppliers.

The core process flowchart determines the value-adding processes in the system and their sequence and interaction from end-to-end or from needs to cash.

How systems affect our lives…

December 1, 2009

Welcome to Needs2Cash. Why Needs2Cash? Organizations exist to convert the needs of their customers into cash in the bank. This includes not-for-profit and governmental organizations that exist to convert the needs of their stakeholders into continued funding.

This is fundamental to an organization’s success. So is the system that runs the organization and largely determines its success.

This blog therefore focuses on how to develop and improve process-based management systems and how to inspire others to use and improve their system for converting Needs2Cash.