Ze'ev Ronen
Business Excellence
Ze'ev Ronen
Business Excellence
CEO & Founder of Business Excellence.
Has extensive experience managing companies and business units in Israel and the world, and founding start-ups.
My unique specialty is increasing net profit in companies and leading systematic changing in operations and management in companies facing bankruptcy, bringing them to profit.
Contact me on zeev.ronen@business-excellence.co.il or on +972-524-767531.
This month will see the publication of my first book will: Manage! Best Value Practices for Effective Management. To celebrate it, I would like to dedicate this weekly article to the role of the ideal manager.
![Twelve principles of effective management - The first chapter from my first book: "Manage! Best Value Practices for Effective Management"](/media/k2/items/cache/4fa58a4e3bff7c98c12520b84ea1dcd5_Generic.jpg "Twelve principles of effective management - The first chapter from my first book: "Manage! Best Value Practices for Effective Management"")
This is the first chapter from my new book: Manage! Best Value Practices for Effective Management. The purpose of this book is to provide a fresh look on how you can improve business results by making your company matter to your employees.
Brainstorming is one of the basic tools in the development of ideas, problem-solving, creative thinking or any other group endeavor. When we develop Fishbone with the objective of arriving at the root cause of a specific problem, brainstorming is the basic tool we should use.
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.
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Ze'ev Ronen - Business Excellence CEO
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Ze'ev Ronen, Business Excellence CEO
Read the first book by Ze'ev Ronen: "manage!" provide a fresh look on how you can improve business results by making your company matter to your employees.
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.
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