Company ghost: effectiveness versus efficiency .

When I joined my first company in 1992 as Quality Manager, the Managing Director himself was presenting me each and every one of the 25 employees of the same. At that time, responsible for manufacturing carried in one hand a sheet of orders, while the other was driving a truck with whom was carrying, he personally and at full speed, a truck with finished product. The manager stopped him with energy, made the introductions, and said: “I hope it’s the last time I see you with a hand pallet truck. I want you to stop doing this kind of work, “raise your head,” you look … and think. That is, do not do anything! “.

Actually, I was asking that, given their responsibility in the organization, is devoted to sharpen the saw.

The culture of “doing”
In Western culture we live at full speed.

Matriz eficacia eficiencia

We have organized for maximum efficiency and be able to achieve the maximum in the shortest possible time. Industrial and technological development in recent times has been key to its success, and we know that this development will continue to grow exponentially. This increase in our ability to do things has enabled us as a society and as a result, our daily life is much less harsh.

However, as members of this society we are immersed in a river that never stops activities; no matter how much we do today: there will always be a huge mountain of unfinished business. But we are involved in such a frantic pace that automatically and we become unable to function otherwise. And besides, we believe that everything can be done tomorrow.

Efficiency vs eficienciaHemos learned to run at full speed to respond to any problems through action, forgetting that behind all automatic response to a given problem is a lack of analysis and critical thinking hides.

The anxiety we feel faced with a problem pushes us to do. If we think about a problem, we started to get nervous; but if we do something about it, we are calm. The end result is that while we do, most of the time that task is useless. We do a lot and achieved little.

a problem arises, and immediately assign a solution. Point.

Right? Nope.

Where is the observation of the problem, I see it in all its length and complexity?

Where is the analysis of the root causes of the problem (5 times wonder why the answer to why above)?

Or … where the test / measurement of the effectiveness of the measure, ie verifying that the problem is gone?

Produce (do) is the most important; stop producing is nothing short of a sin. True…?

The fundamental reason is that the value of “doing” is very, very rooted in the scale of values ​​of our collective subconscious. We come from the era of industrialization in which productivity is the maximum value. Produce is the most important; stop producing is regarded as a sin. The value “do” is above many others.

Effectiveness vs. Efficiency
The problem is that, in today’s world, produce is no longer important. You can make a million pieces at high speed and with the most competitive price, but no one market can need them. Maybe while you were concerned about produce, produce and produce … the market has changed, and what we’re producing no longer has any value.

That is, we come from an era in which it was important efficiency (doing things very fast and very cheap), an era in which, in addition to efficiency, it is necessary to recover the sense of efficacy. Ie know what things are to be done now.

Effectiveness vs. Efficiency

Efficiency means action, productivity, speed, repetition … do things right ( “doing things right”)

Effectiveness analysis means, stop, thinking, thinking … look for the well-aimed blow, do things to do, the right ( “doing the right things”)

There is nothing more expensive for an organization to supporting culture. poorly planned meetings; mountains of emails sent copies absurd; indefiniteness of the needs of the next link in the process; actions still do because “it has always been like that”; projects launched without being sufficiently reflected upon; problem / solution, without analysis of the root causes; lack of real communication between people (Email is king) …

Managers obsessed with cutting costs in the production process, forgetting huge amount of money being pulled into other areas of the company, including its own activities. Launch of dozens of little mulled projects based on the stupid idea of ​​”work, work …”.

spending time in equities employees that bring no real value, or simply in activities that do not correspond to them in charge loading vehicles, middle managers transporting raw materials or entrepreneurs repairing machines, all pretending to launch a message like “so, thus They do things!. ”

organizational resources are used unnecessarily, and that is a huge cost, expense absurd: a real ghost company. EUR rivers that go down the drain as absolutely useless actions for organizations and society. Its only use is the justification of people. It seems that if we are doing something we are already doing our organization, when in fact, if what we are doing is not effective, all we’re getting is squandering the resources of the organization.

In current times, companies that do not incorporate efficiency in their culture will disappear quickly. And to incorporate efficiency in the way they work is necessary to make room for its members to reflect, an activity that involves stopping and doing nothing … nothing but think.

Thinking is not
We must learn to think (ie “do nothing”, as he told my manager to head of production), and we must learn to be patient. The really important things take time, and they need their space.

While someone is thinking not vemosninguna activity because the activity is inside your head. Productive thinking, like many other natural processes, takes place without anyone can see, hidden from our eyes.
You see: Japanese bamboo is receiving irrigation seven long years without passing anything, even a bud … although sad reality is that not see it. But at age 7, the plant begins to sprout with unusual force. The more it grows, the faster growth, reaching 30 meters in a few weeks.

Of course, I am not advocating inaction at all linked to think endless. Clearly, if there is no action no result; that as much as you think, if we do not act finally achieve nothing. But I mean the need for thoughtful action, the need to think before acting, to consider whether, before doing anything else, it would be good to do something less. Because “do”, in itself, it has no value.

¿ “Do” or “secure”?
People who add value are not doing much, but those that achieve much doing (eating) to a minimum. That is linked to efficiency effectively.

It is true that in many types of work, the value provided is the main employee manual labor, but even in these positions know that employees can provide valuable ideas to streamline processes and improve efficiency. There must also find the right atmosphere and environment to provide the results of their thinking.

How many times have we heard the explanations of someone who has everything been done to solve a problem? The answer would be given should always be more or less the same: “You have already explained us everything you’ve done, that is, all the cost that you incurred. Now, please, tell us what you have achieved all this. ”

If reports of achievements were made in lieu of reports of activities, things would be easier, simpler, more succinct and more useful. The mentality and the operation would give a radical change, since employees would be devoted to think whether what they are doing at all times will allow any particular achievement (which is what would have to report), and not so much in the amount of things they are doing.

“Make” is the cost.

“Achieve” is the benefit.

Future thinking … and achieve
And you should reflect on the activities they dedicate your time and your efforts. We talked about the Triad Magic (Customers, Employees and Future) as the essence of Labor Agrifood an SME entrepreneur. Think and decide on the three key areas of your business.

That is the best value you can bring to your organization and your project. Future thinking … and achieve.

Company ghost: effectiveness versus efficiency. The aim is to achieve not to do

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