Late decision by the manager = Cost of missed opportunity.
Waiting Mud : According to TPS, it is the inability of operators working in the production area to use production time effectively by creating non-value-added time, i.e. waiting during the process. So what is Waiting Time for managers?
In today's market conditions, the profit principle has been replaced by the cost principle, as the customer now determines the price of the product. As costs are reduced, operational profitability is increased. No one knows this anymore.
However, the manager who fails to take action against the problems and decide what to do will not be able to prevent current losses and will have to watch the costs grow. The manager is aware of the problems and waits for someone to step in and take action somehow. This waiting is called "Waiting" for the manager.
Mudas." Every period of time spent waiting is a waste for the company, and with it missed opportunity costs.
SME managers, especially those whose companies are about to grow, experience such problems a lot. Problems are solved together with people. But one must first identify the problem, that is, recognize the abnormal situation. In order to identify the problem, it is necessary to train competent human resources. This is realized through a well-planned and effective training management. Investment in training is seen as a wasted investment by many managers because they cannot ensure the transfer of the training given to the job.
As time passes by rapidly, while companies watch their waste, it should not be forgotten that competitors are developing rapidly on the other hand. Managers who want to develop and grow steadily should get rid of the waiting Mud without wasting any time and take immediate action. Steps to be taken.
- The first priority is to accept that problems are everywhere, while organizational capabilities are limited.
- Not to be afraid of problems, but to see them as an opportunity to gain experience and to believe in this idea
- To be constantly in the field with the principle of Genci Genbutsu. Seeing the remains of the fire in the field when the smoke starts to rise, not in the monthly reports
- Creating an organizational culture that can see and point out problems before anyone else, instead of waiting for a hero to report and solve them
- To initiate actions with the idea that tomorrow is too late for actions, act now To train people who can solve problems, to organize theoretical and practical trainings for this purpose, to strengthen the internal training culture
- Recognizing kaizen as a continuous need and placing it at the basis of daily activities. Accepting kaizen as a training tool and managing kaizen with goals.
- To shift from a reactive approach to monitoring problems to a proactive approach by preventing them and then to a predictive approach by identifying their potential.
Any manager who finds his/her current situation inadequate and aims to improve himself/herself can quickly get rid of the Waiting Mud. For managers exposed to such situations, it is now "Kaizen Time".
