OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM - CHAPTER TWO
OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM
CHAPTER TWO
WHY OBJECTIVE-STEPS PROCESSING
In this fast-paced nano-technological era, enterprises can no longer rely on rhetorical concepts like leadership, insight or foresight of individuals to leap-frog challenges and competitions.
No matter how logical or important, concepts like meritocracy, talent, leadership or values are not something which can be easily translated into work processes which can be performed by staff as part of their daily work routines.
Furthermore, for any enterprise to attain efficiency and productivity, tasks must be performed with quality and compliance with necessary specifications and constraints. Lockyer a factory production specialist has defined quality as one ingredient in any work or service and emphasized that quality has no absolute meaning. A quality has its meaning only in relation to its functions.
There is an overriding need for any enterprise to comply with diverse administrative, financial, technical and operational requirements and overcome all issues and problems.
As elaborated in Chapter Two, an enterprise has essential 4 major management activities at the macro level, namely:
(1) Step 1 - study of idea,
(2) Step 2 - enquiry,
(3) Step 3 - contract,
(4) Step 4 - contract administration.
By defining such major tasks simply and logically, staff will be empowered to take actions to attain enterprise goals and objectives without valuable time and resources being wasted on waiting for unnecessary instructions.
For example, after meetings, various decisions and policies will have to be logically translated into tangible actions to avoid wastages of time or resources due to waiting for further instructions.
By dividing tasks in their logically interrelated components and integrating them to quality-time-cost controls incorporated within routine work processes, all tasks can be easily understood and performed helped by data feedbacks generated in such processing.
HOW TO SET UP A CALL CENTRE TO PROCESS TASKS
A call centre is set up to monitor and process all tasks set up in 4-part task-lines in 4-step 10-department Form (Administrative) and Work-Form (Operations) processes as listed in the OSP Process File List (organizational structure).
Tasks are processed in the call centre in the following sequence:-
(a) Enter task in standard task-line.
(b) Comply with quality-time-cost controls set up in Forms and Work Forms.
(c) Inspect and Monitor task-line with quantified feedbacks.
(d) Processing tasks in 4-step and 10 department processes listed in OSP File List.
(e) Coordination and knowledge applications.
Call centre processes tasks in sequence of : (a) Serial No. (b) Date (c) Code [Dept] (d) Input task-line (e) Output task-line generating quantified (1,2,or 3) feedbacks with corrective actions taken by all.
QUALITY-TIME-COST CONTROL
The enterprise is able to attain the value-adding Gage’s Twelve Steps (Value analysis) as follows:-
1. Select product to be analyzed
2. Extract cost of product
3. Record number of components
4. Record all functions
5. Record the number required currently and in the foreseeable future.
6. Determine the primary function.
7. List all other ways of achieving the same primary function.
8. Assign costs to all the alternatives.
9. Examine the three cheapest alternatives.
10. Decide which idea should be developed further.
11. See what other functions need to be incorporated.
12. Ensure that the new product is accepted.
ONE-STOP CLEARANCE FORM IN OPERATIONS
Operationally, a front-line staff checks on deliveries, tallying of stocks, and inventories, housekeeping, financial, budgetary controls for compliance with major policies and procedures to avoid duplications and wastages.
EFFECTIVE FINANCIAL CONTROL
Administratively and Financially, an enterprise attains high standard of corporate governance, as all tasks are processed objectively and transparently as set up in Forms (Administration) and Work Forms (Budget/Accounts) complying with budget, financial control to reduce or prevent malpractices.
Hence all decisions, policies, goals, plans are translated into steps and daily work processes in well-planned implementation stages without guesswork, fire-fighting or complexities.
CHAPTER TWO
WHY OBJECTIVE-STEPS PROCESSING
In this fast-paced nano-technological era, enterprises can no longer rely on rhetorical concepts like leadership, insight or foresight of individuals to leap-frog challenges and competitions.
No matter how logical or important, concepts like meritocracy, talent, leadership or values are not something which can be easily translated into work processes which can be performed by staff as part of their daily work routines.
Furthermore, for any enterprise to attain efficiency and productivity, tasks must be performed with quality and compliance with necessary specifications and constraints. Lockyer a factory production specialist has defined quality as one ingredient in any work or service and emphasized that quality has no absolute meaning. A quality has its meaning only in relation to its functions.
There is an overriding need for any enterprise to comply with diverse administrative, financial, technical and operational requirements and overcome all issues and problems.
As elaborated in Chapter Two, an enterprise has essential 4 major management activities at the macro level, namely:
(1) Step 1 - study of idea,
(2) Step 2 - enquiry,
(3) Step 3 - contract,
(4) Step 4 - contract administration.
By defining such major tasks simply and logically, staff will be empowered to take actions to attain enterprise goals and objectives without valuable time and resources being wasted on waiting for unnecessary instructions.
For example, after meetings, various decisions and policies will have to be logically translated into tangible actions to avoid wastages of time or resources due to waiting for further instructions.
By dividing tasks in their logically interrelated components and integrating them to quality-time-cost controls incorporated within routine work processes, all tasks can be easily understood and performed helped by data feedbacks generated in such processing.
HOW TO SET UP A CALL CENTRE TO PROCESS TASKS
A call centre is set up to monitor and process all tasks set up in 4-part task-lines in 4-step 10-department Form (Administrative) and Work-Form (Operations) processes as listed in the OSP Process File List (organizational structure).
Tasks are processed in the call centre in the following sequence:-
(a) Enter task in standard task-line.
(b) Comply with quality-time-cost controls set up in Forms and Work Forms.
(c) Inspect and Monitor task-line with quantified feedbacks.
(d) Processing tasks in 4-step and 10 department processes listed in OSP File List.
(e) Coordination and knowledge applications.
Call centre processes tasks in sequence of : (a) Serial No. (b) Date (c) Code [Dept] (d) Input task-line (e) Output task-line generating quantified (1,2,or 3) feedbacks with corrective actions taken by all.
QUALITY-TIME-COST CONTROL
The enterprise is able to attain the value-adding Gage’s Twelve Steps (Value analysis) as follows:-
1. Select product to be analyzed
2. Extract cost of product
3. Record number of components
4. Record all functions
5. Record the number required currently and in the foreseeable future.
6. Determine the primary function.
7. List all other ways of achieving the same primary function.
8. Assign costs to all the alternatives.
9. Examine the three cheapest alternatives.
10. Decide which idea should be developed further.
11. See what other functions need to be incorporated.
12. Ensure that the new product is accepted.
ONE-STOP CLEARANCE FORM IN OPERATIONS
Operationally, a front-line staff checks on deliveries, tallying of stocks, and inventories, housekeeping, financial, budgetary controls for compliance with major policies and procedures to avoid duplications and wastages.
EFFECTIVE FINANCIAL CONTROL
Administratively and Financially, an enterprise attains high standard of corporate governance, as all tasks are processed objectively and transparently as set up in Forms (Administration) and Work Forms (Budget/Accounts) complying with budget, financial control to reduce or prevent malpractices.
Hence all decisions, policies, goals, plans are translated into steps and daily work processes in well-planned implementation stages without guesswork, fire-fighting or complexities.
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