Ze'ev Ronen
Business Excellence
Ze'ev Ronen
Business Excellence
Israel added that Tomer was unwilling to teach other employees to operate "his" machine. It was clear that Israel postponed meeting Tomer as much as he could that morning, and once we finally got to him they communicated poorly. I couldn't understand what Tomer was saying and I'm not sure Israel clearly understood him either.
Our event focused on changing the production department and increasing efficiency. The team led a radical change in the department, including opening a wall which separated the two parts of the production space. On the third day, Osnat, one of the team members, burst into tears and couldn’t continue. She went home and returned to work only after a week of sick-leave.
I write a lot about getting employees invested, about efficiency, improved service, measuring indicators, and precision work with employees and clients. But if, at the same time, you have to lower prices in order to preserve clients in a competitive market, and to supply custom products to every client – you might find yourselves running fast in order to stand still. There's a danger that increased profit as a result of improvements in production will disappear compared to competition in the market, and at best you'll maintain low profit margins.
In it they could see how, at the end of the work day on Thursday, at three in the afternoon, the door to one of the departments was left open. Actually, it wasn’t a door, but a wide gate, made of two metal doors. Its width is about three meters, its height about four meters.
Space itself is thus affected by the people and objects in it. All matter is made up of electrons and protons which vibrate and influence the energy field - colors, which are themselves a frequency, textures, and the way a certain space is designed.
Holds a BA in psychology from the University of Haifa, with a specialization in "work motivation". MBA from the Hebrew University of Jerusalem, in the Organizational Behavior and Human Resource Management program.
For the last eleven years Kathy has worked as an HR manager in an export/import company, establishing an HR department, and working with teams from varied fields and with different characteristics.
Kathy has experience working with sales, marketing, customer service departments, and dealing with complex logistics. This in addition to working with HQ employees and with managers from various fields.
She has extensive and divers experience which enables her to have a wide view of organizations, while maintaining its need and goals in the forefront.
The CEO is in charge as far the law, the share-holders or the board of directors are concerned (meaning he's the one accountable). So he must ensure the company reaches its goals and targets, first and foremost profit and resiliency. Of course the CEO's instinct is, then, to be involved in everything, and try and personally lead all processes in the company.
About a year ago I started working with a medium-sized company, about 200 employees, and a shift-supervisor listed as CEO a consultant who would come to the site once a week. I asked what job the actual CEO did, and he said he had no idea.
Recommended frequency for discussion of indicators: I recommend all indicators' results be discussed by management once a month. At least once a week, they should be discussed in dedicated improvement teams with the relevant manager (operations, sales, finance, marketing, etc.) or their representative. Some indicators should be shortly analyzed daily, as needed.
When the team deals with sales development or debt collection, there is almost no new information on a daily basis, and so there's no need to meet daily. But work on the production floor is continuous and at the very least daily. So there are new developments every day. Should results be analyzed daily? Weekly? Monthly?
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.
