Ze'ev Ronen
Business Excellence
Ze'ev Ronen
Business Excellence
The CEO of that company led the business and marketing development and wanted to ensure that they would never lack product to supply orders, and therefore their warehouses were full of product that turned out to be defective.
Many CEO's have attained their management positions without any training or preparation. Almost all the direct managers of employees that I have met (work managers, department managers, line managers, etc.) were promoted to their positions because they were good employees.
At a major public company's plant, output was never measured. Production planning was performed on the basis of machine work hours for each product, and there was no control undertaken on this either. As the objective is to produce some kind of product, or to provide a service, we need to measure output and not the hours during which we have manufactured or planned production.
If we address the 20% of principal products manufactured (see example later on), we can attain a significant improvement in results (eg. profits). In this way, we can concentrate our efforts and resources and be decisive and efficient.
your subscription to my Business Excecllence Blog is now confirmed. Thank you!
I'll always be happy to read your feedback or question at this address: zeev.ronen@business-excellence.co.il.
You'll be able to unsubscirbe via any email that i send you, or by sending me a request.
thank you
Ze'ev Ronen - Business Excellence CEO
I'm honored that you chose to subscribe to my newsletter - thank you.
To make sure i don't send any Spam emails, i ask all new subscribers to confirm the subscription.
Please check you inbox for a confirmation email, and click the confirmation button in that email.
Please note: if you do not get the email in the next few minutes, please check your "spam" folder (if you use Gmail "tabs" then it might also be in your "promotions" or "updates" tab.
thank you
Ze'ev Ronen, Business Excellence CEO
Once I came to a small company whose employee turnover was extremely high. Few employees would stay for more than a few weeks before leaving. The CEO would shout at his employees for any minor transgression. I asked him why, and he said they needed to learn (usually they learned that it would be best for them to leave).
About six months ago, we published an in-depth survey here on the traits required for successful management. We wanted to explore how the general public perceives the image of a successful manager, as related to the character traits and talents a manager requires.
Every morning, my dog, Merry, takes me for a walk. No, I'm not confused – Merry likes to go for a walk by herself as well, but in the morning, before I go to work, she likes us to go out together. She waits by the door until I attach each of us to one end of the leash and then, when we go out, she decides on the route and the amount of time.
My First Book: Manage! Best Value Practices for Effective Management
The book brings together a set of tools that every CEO should know, presenting them in a clear, concise and consistent fashion that will leave the reader with comprehensive and useful knowledge to assist them in their careers as managers.
