1. Understanding the psychological forces that drive or limit
people, when managing industries: Average person is driven by
his/her EGO, rather than Conscious, or Logic that applies to all
equally. This fact has significantly contributed to building
Systems and Organizations that have Insufficient Support and
Strength for Long Term Survival! EGO: People are conscious of their
position within the material world that they live in. Their
confidence in themselves (EGO), is based on their relative position
in their world. Conscious: We are part of a growing world and an
energy in the universe, that is neither limited to, nor could be
measured by persona standards. Our capability to connect to this
energy, enables thoughts at a higher level than egoistic or popular
trends for the average. 9/12/13 PREFIX! M.P. 2
2. Policies & Procedures In complex operations,
understanding Ethical Behavior and Technical Issues can be complex,
and depended on Culture and Knowledge of the Leaders in the
Organization. The interpretation of organizational policies and
procedures for the management should be controlled, under
Supervision of Professional Experts. Mapped organizational charts,
linking the policies and procedures to individuals are essential.
Training personnel should not be limited to what, when, where, and
how, it should cover why. 9/12/13 Average people are trained to
operate under influence of Ego, or by rules set by Popular Trends;
and their Culture does not train them to live at the State of
Consciousness. M.P. 3
3. Policies and Procedures Big organizations have realized that
they need to protect both employees and their companies from making
costly mistakes when dealing with the regulatory agencies. What is
supposed to be a secret is that some of the regulations are not
Clear and may be difficult to apply, as published. Government
agencies are mostly aware of this issue, so is President Obama.
Fact is that development and control over these regulations used to
be a collaborative work among the agencies and companies, but due
to complexity of organizations, management of this has gotten out
of hand, for many. This is why I call this a High Risk Trap, that
companies need to watch for. Solution in the next slide is what we
used to do, before the situation became too complex! 9/12/13M.P. 4
Be Prepared, Avoid Ignoring High Risk Factors
4. Policies and Procedures UNDERSTAND the regulations, and
evaluate the feasibility to use THE AVAILABLE TECHNOLOGY to comply
with them, as necessary. Research among other similar companies to
identify how everyone else is complying with same regulations, be
ready to put up an argument protecting your company from what may
not be practical and is Not Truly Being Complied With, by Anyone.
Avoid taking the easy way to hide your issues, regardless of the
fact in the next statement. FBI agent in a training, on how to
comply with FDA regulations stated: Companies Need To Know How to
Bluff during the FDA Audits, because no one actually applies CAPA,
or Complies with all regulations! 9/12/13M.P. 5
5. 9/12/13M.P. 6 Identify all Regulations Understand
Definitions of Quality Standards Utilize Practical Technology
6. . Map Products Configuration Business Units, Structured
Product Lifecycle By Experts. ID Technology level required, to
support Targeted Market Re-Evaluate Business Plans, Identify
Required Resources. Re-evaluate Company Vision, make sure it is
realistic! Organize Products Configuration, Operations Structure,
PLM. M.P. 9/12/13 Identify Req. Strengths, & Weaknesses Risks
Management Requirements. Logical, Philosophical Psychological based
Company Policy. Support placement of all necessary procedures,
correctly. 7 Building Blocks of the Organization
7. M. P. 9/12/13 Identify Req. Strengths, & Weaknesses
Risks Management Requirements. Logical, Philosophical Psychological
based Company Policy. Support placement of all necessary
procedures, correctly. 8 Building Blocks of the Organization
8. 9/12/13 In order to assure productivity, and delivery of the
expected quality, you need to match peoples skills with technology
used at their level. M.P. 9
9. We live in a world that is losing standard values for right
and wrong, good business and bad business, . There are no magic
wands to transform peoples cultures and develop operations that are
productive and work towards same purpose, regardless of the
contradictions among forces of Egos within various leaders and
workers. It really is up to the Well Developed System and
Leadership Training to help the management to Interpret, guide the
employees to Follow the Policies and Procedures Professionally,
Systematically and Consistently, putting aside personal
preferences! 9/12/13M.P. 10 Systems Run the Organization Lack of
System Slows Down the Organizational Growth
10. 9/12/13 Leaders At All Levels of Organization must be
carefully selected. They can Make or Brake a company! Because of
the EGO factor, many valuable employees lose their jobs, companies
lose the leading edge, employees do not commit to performance
delivery or company vision! Validate existence of technical
capability to align marketing, products design, processes,
equipment, employee qualifications, ..., & customer
satisfaction, with the company vision! M.P. 11 Systems Run the
Organization Lack of System Slows Down the Organizational
Growth
11. PRESENT FUTURE ASSESSMENT OF CURRENT STATUS Marketing
Vision 9/12/13 PLANNED CHANGE MANAGEMENT In order to avoid wasting
time and money, when managing a change, clarify the requirements
first, then plan the implementation. Hints and example tools:
Clarify Company Vision. Benchmark Technology for products,
processes, equipment,. Assess Current Status (Make sure it is
accurate!!!). Please, see slides 14 through 19, for examples
Identify detailed requirements to change the current status to the
proposed Perform SIPOC analysis Prepare Cost or Other
Justifications Streamline Processes Perform a SWOT analysis M.P.
12
12. The following is an example of a typical benchmarking
methodology, Source of this data:
http://en.wikipedia.org/wiki/Benchmarking: Identify problem areas:
Because benchmarking can be applied to any business process or
function, a range of research techniques may be required. They
include informal conversations with customers, employees, or
suppliers; exploratory research techniques such as focus groups; or
in-depth marketing research, quantitative research, surveys,
questionnaires, re-engineering analysis, process mapping, quality
control variance reports, financial ratio analysis, or simply
reviewing cycle times or other performance indicators. Before
embarking on comparison with other organizations it is essential to
know the organization's function and processes; base lining
performance provides a point against which improvement effort can
be measured. Identify other industries that have similar processes:
For instance, if one were interested in improving hand-offs in
addiction treatment one would identify other fields that also have
hand-off challenges. These could include air traffic control, cell
phone switching between towers, transfer of patients from surgery
to recovery rooms. Identify organizations that are leaders in these
areas: Look for the very best in any industry and in any country.
Consult customers, suppliers, financial analysts, trade
associations, and magazines to determine which companies are worthy
of study. Survey companies for measures and practices: Companies
target specific business processes using detailed surveys of
measures and practices used to identify business process
alternatives and leading companies. Surveys are typically masked to
protect confidential data by neutral associations and consultants.
Visit the "best practice" companies to identify leading edge
practices: Companies typically agree to mutually exchange
information beneficial to all parties in a benchmarking group and
share the results within the group. Implement new and improved
business practices: Take the leading edge practices and develop
implementation plans which include identification of specific
opportunities, funding the project and selling the ideas to the
organization for the purpose of gaining demonstrated value from the
process. Costs 9/12/13M.P. 13 PLANNED CHANGE MANAGEMENT
13. 9/12/13 Assessment, Analysis of Operations, Process
Breakdown,. M.P. 14 PLANNED CHANGE MANAGEMENT
18. 9/12/13 It takes a group of well experienced and
knowledgeable leaders to develop and mange a productive
organization. Changing an existing organization, can be twice as
difficult as setting up a new organization, if the leaders in the
organization are part of the road blocks that resist change! Taking
Control Over Your Businesses M.P. 19
19. 9/12/13 Available Enterprise Solutions for Controlling Your
Businesses SAP for Auto Industry:
http://www.sap.com/asset/index.epx?id=912050af-80d7-4c97-9fe7-b655b7e4d5ab#.Uinb7W38KYM.mailto
It is essential to assure that the Data Entered into such systems
are both RELIABLE and ACCURATE! Hiring the right person for the job
is not same as hiring someone that you like as a person! M.P.
20
20. Change is Inevitable! Are you planning to manage your
organizational changes, so you could BECOME A LEADER IN YOUR
INDUSTRY?! 9/12/13M.P. 21
21. Mahzad Pakzad 617-902-8665 [email protected] Available
for hire! 9/12/13 22
