subject: Business Systems Are Often Misused [print this page] Business Systems Are Often Misused Business Systems Are Often Misused
Most people misuse systems. They have been widely used to standardise workplaces and turn people into not much more than cogs in a big machine; all in the name of efficiency. This is misuse! In this type of program the concept of continuous improvement is twisted into meaning continual standardisation. My take on systems is that managers need to get their workers "on board", to involve them and to encourage them to think and suggest - empowering them within a structure. To make sure that the culture of the organisation is about looking for the real reason that mistakes happen so that the problems does not keep happening. This leads to real improvement and a sustainable business.I have just been reading Seth Godin's book, Linchpin which was deeply thought provoking but....Some of Seth's comments about systems are incorrect.Many people do missuse management systems and I agree with Seth's comment about them. They have been widely used to standardise workplaces and turn people into not much more than cogs in a big machine; all in the name of efficiency. This is misuse! In this type of program the concept of continuous improvement is twisted into meaning continual standardisation. During the process a mountain of paper is built up, with managers to manage it and workers who largely ignore it all.In the Japanese program of Kaizen or lean thinking, systems and continual improvement are to empower workers to suggest improvements - improvements that actually mean change and this is far from standardisation or turning people into cogs. This is using a system effectively to save money, time and effort. The aim is to reduce waste, than includes physical waste of materials, waste time by reducing or eliminated reword and wasted effort. It includes planning carefully so that the job is not help up by lack of input from one later supplier but also avoiding tying up cash flow and overcrowding the store by ordering too much stock at a time.My take on systems is that managers need to get their workers "on board", to involve them and to encourage them to think and suggest - empowering them within a structure. To make sure that the culture of the organisation is about looking for the real reason that mistakes happen so that the problems does not keep happening. Real productivity improvements come when the workers to understand the desired outcomes and the system needed to achieve this well enough to allow flexibility and initiative when this is needed to prevent a problems and also to suggest improvements to day-to-day running if they have an good idea. To make them part of a team - never cogs!If business owners and managers want to sun a sustainable business they do need to make sure that all the staff are aware customers pay the wages so they need to be looked after.This approach has the added benefit of allowing your people to enjoy work, feel valued and increase staff retention, especially with younger workers.It also allows a business to have a certified system that is simple, effective and virtually paperless in their day to day operation. And the certification has big marketing and credibility benefits as well as allowing businesses to comply with all the increasing red tape associated with winning tenders.Yes you CAN have good systems that can be certified AND have a team of valued people who think creatively and contribute to a great business.It makes sense to het the basics in place then involve your workforce in your system and value the input they contribute. What management system is best for your business? I think it makes sense to cover all your risks, whether they are environmental quality (mainly about customer satisfaction) and occupational health and safety. You can certainly integrate a mixture of system together. So you can do ISO 9001, quality, ISO 14001 environmental management, AS/NZS 4801 safety or an integrated ISO system.
