Lead, follow, or get out of the way

The more we know about the individuals who work for us, the better understanding we will have of them and the better job we will do in motivating them. Regardless of whether you work in credit, production, accounting, sales, engineering, personnel, or purchasing, you will have one problem in common with all managers. The problem is people. They take up by far the greatest portion of our operating budget. People are difficult. They have their strengths and weaknesses, their ups and downs, their joys and sorrows; and you don't have to be managing people for long before you find out that people don't like change.     

Read my lips--no more late deliveries

Over 70,000 materiel requirements planning (MRP) and manufacturing resource planning (MRP II) systems have been implemented in this country in the last 20 to 30 years. Yet the question many of the companies who own these systems are asking is, "Was it worth it?" Less than a third of the companies are answering in the affirmative. Two key differences between the satisfied and the not-so-satisfied companies are (1) support to the user community and (2) management involvement in the day-to-day use of the system. Without these two items, the improvements brought about by an MRP or MRP II system will most likely be mediocre at best.     

Purchasing principles to reduce acquisition and inventory costs

Knowing how, what, when, and where to negotiate are all part of the system that finally determines how much you pay for products and services. Knowing the primary and secondary objectives of materiel management is important in establishing purchasing and inventory policies and procedures. Negotiating all of the terms and conditions up front, before you finalize any deal, is important to minimize your acquisition, operating, disposal, and inventory costs and to maximize profit. Most purchasers and negotiators only bargain for part of the costs; then they have to bargain to try to control the rest of the costs or they are at the mercy of others. Prepare to negotiate for all the factors that will influence the final operating cost from the beginning to the end of the negotiation process.     

Trust and Sociability

A bstract Trust is distinguished from confidence in that the latter rests on knowledge or predictability of the alter's actions, while trust is necessary to maintain interaction in the absence of such knowledge. While confidence may have many different bases, trust is a preeminently modern phenomenon, resting, ultimately on the self-regulating, autonomous individual. It emerges concomitantly with the moral privileging of the private realm and of individual conscience. Contemporary developments associated with late or postmodern culture and society are however calling into question this model of the individual and with it the potential for trust to exist beyond the realm of regulations and constraints.
V ladimir I lych L enin is said to have remarked: " Vertraun ist gut, Kontrol noch besser "–trust is good, but control is much better. In this saying we find what I think is a distinction critical to any preliminary understanding of trust-that is, the distinction between trust and confidence ( control in Lenin's terms). Control or confidence is what you have when you know what to expect in a situation; trust is what you need to maintain interaction if you do not.¹     

Partnering as a key strategy of managing to outcomes

More than ever, administrators need "great" materiel managers to produce board room-worthy results. What are those? Administrators are less interested in the details of what we do and more interested in what have we done for them--today. This means performance output with less time and support for the why and how we get the job done. Are we delivering on the desired outcomes? In many instances we have become victims of the details of the profession, forgetting that the details, while important to sustain a process, are not in themselves the process or the solution needed for our troubled industry.     

Leading to Learn

“You don't see to draw, you draw to see.” And then Fred said, “It's just the same for leadership, you don't learn to lead, you lead to learn.” The arts can teach us to stay with our senses and not know and in that way to provide a balance to the dominance of the analytic approaches to our organizational worlds. There is an old saying that you can only manage what you can measure. The arts can help us to work with what we cannot measure and the way to do that is by leading to learn. The current article explores the qualitatively different way in which the arts teach us to apprehend the world and how that is central to leadership.     

Career survival strategies for materiel managers

The skill sets and attitudes required for materiel management professional survival continue to change. Just as the industry has evolved for calculators and three-part forms, so too must today's managers evolve into facilitators and information-oriented management. While these new skills are being perfected, three focused strategies initiated right now can enhance your chance for survival. First, get to know your customers intimately. Go to their meetings. Tour their departments. Second, assume responsibility and report materiel cost data that has meaning to senior management and customers. Fill rates and inventory turns offer little value to other managers, but supply cost per discharge can be of value. Third, be proactive in competing with outsourcing competitors. Do not wait until they are on your doorstep before developing a strategy to compete.     

The high cost of foreign sourcing

Buyers in many industries have, for the past 30 years, sought lower purchased prices of materiel by sourcing with foreign suppliers. Few companies have fully assessed the actual cost of purchasing and using these foreign goods and comparing these costs with those of domestic producers. This is a reexamination of the actual costs, not foreign source "bashing." The results may surprise you.     

Restructuring materiel management functions: a method for prioritizing changes and reducing costs

The success of any manager depends highly on the ability to seize on opportunities that will achieve the organization's goals. Hospitals are currently searching for ways to reduce costs while maintaining or enhancing the quality of services. Quality services are increasingly being defined as those that are most responsive to customer needs. It is important, as hospital management restructures materiel systems or methods of operation for reduced costs, to focus on the user departments as the customers. The consolidation of materiel management activity should not be seen as a loss of control at the user department level. Instead it can be seen as a new way of providing service with higher quality. User departments should see concrete benefits on a weekly basis, including reduced time spent on materiel management functions; increased planning of purchasing, inventory, and distribution functions; and assistance in meeting restricted supply budgets.     

Electronic data interchange: a strategic approach

The potential of EDI is virtually unlimited, but the success of any EDI initiative hinges on its ability to directly support strategies that achieve your institution's business objectives. At its most fundamental level, EDI technology automates current business practices, speeding up the exchange of business information. This application of EDI most often is found in a hospital's material management department. But EDI integrated internally within a hospital and externally with suppliers and vendors has the potential to go beyond simple automation and to transform processes. This is where the full value of EDI can be realized. No matter which level of EDI participation hospital management decides is appropriate to fulfill its business objectives and strategies, EDI will affect the entire institution's exchange of information with its internal and external audiences. The question management must answer is: Will the hospital's EDI strategy be offensive and managed, or defensive and reactive? Today's environment leaves no room for a "no-strategy" EDI option. The options are either to proactively shape EDI, or reactively play catch-up. EDI can work for you. Adequately developing an EDI game plan in support of your business objectives and calling on your suppliers and other trading partners to work with you will ensure EDI is an asset to your facility.     

印度BPO产业的发展对我国的启示

“:做你能够做得最好的,将其他事情留给BPO吧!”对许多高科技企业和跨国公司来说,BPO不仅可以节省人力成本、宝贵的管理时间和资源,提高运营效率,并能使其更专注于核心业务,从而增强核心竞争力。本文简要介绍印度对比中国发展BPO产业的强势所在,及我们需要应对的几点建议。     

双雄早衰

什么力量,让新能源变老？两家迅猛崛起的明星公司,缘何以同样的速度坠入深渊？政府主导式的创新,能从这场代价昂贵的游戏中学到什么？     

The fallacy of giving advice

Have you ever been micro-managed? Have you ever been told ‘to the letter’ what to do in a given situation? Or maybe as a leader you have also fallen into the trap of giving advice? We challenge the assumption that leaders should have the answer for everything. Occasionally, directing works, however, do it too often and at one point, it will turn out to be bad advice. The logical consequence is that leaders work on and increase the quality of the advice they give. We showcase that the alternative to leaders giving ‘bad’ advice is to not give advice at all. We shed light on the concept of leaders acting as coaches and how leaders can empower others to find their own answers. Specifically, we highlight four mind shifts in which leaders can engage if they want to use a coaching style: from ignoring emotions to empathy, from directing to empowering, from problem-focused to solution-focused and from weakness to strengths.     

Strategic imperatives for managing materiel into the next century

The next century of opportunity is less than a decade away. Materiel management must involve itself in the strategic changes occurring within the health care industry and its respective institutions. Those materiel managers who are aggressively ensuring that their operations are supported by a well-developed and well-orchestrated operational infrastructure are now well positioned to address the future challenges of this decade. Unfortunately, many other materiel managers are focusing their attention and efforts solely on the management of materiel for which they currently have control. Materiel managers must develop an acute awareness of the support needs of their respective organizations. Those who are not apprehensive about venturing from the traditional materiel management world will be exposed to incredible educational opportunities and will receive responsibilities of unparalleled organizational importance.     

Managing unofficial inventory: a piece of the materiel management foundation

The implementation plan will remain the same: target an area of opportunity, measure and document the amount and value of the unofficial inventory, establish PAR levels, implement the use of hand-held terminals to assist in inventory control, and integrate inventory control with the implementation of new programs that will impact ordering, receiving, distribution, and invoicing. It is anticipated that the inventory in the main OR alone can be reduced by $1.5 million if we move forward with a stockless JIT system. This would reduce the days of inventory on hand from approximately 100 days to between 7 and 14 days. This could also mean a holding cost reduction of $150,000. The merit of reducing unofficial inventory is evident. Managing unofficial inventory is merely one piece of the successful materiel management foundation. The other foundation pieces include contract compliance and price negotiations, systematic methods of ordering products, and timely distribution of products to the end user. PHS cannot effectively move forward to a new, innovative materiel system for the future until we first measure, analyze, and document the present conditions. Once the foundation is laid by improving present business practices, then the framework of the structure can be designed and constructed. The goal is to implement a system that utilizes the full potential of people, equipment, logistics, and information so that our customers, the patient caretakers, do not have to worry about anything except the delivery of quality care.(ABSTRACT TRUNCATED AT 250 WORDS)     

孙伊萍:“非攻”蒙牛

蒙牛是行业"异数",如果再被"国企化"情况会更糟,这也是三年来中粮一直"控而不管"的原因。然而,接二连三的食品安全事故,让中粮感到作壁上观等于引火上身。宁高宁再三思考之后,决定派一位执行力强、攻击性弱的柔性总裁空降5月20日下午,内蒙古和林格尔蒙牛总部三层大会议室。台上一个女人的声音说:"大家下午好!"台下一百多个衣着齐整、肤色黝黑的男人用粗犷的噪音大吼:"好!很好!非常好!越来越好!一天更比一天好!"蒙牛新帅与旧将第一次大规模的呼应演练,显得     

The materiel manager-chief financial officer alliance.

There is a gold mine of potential inventory reductions, expense reductions, and revenue increases in most hospitals that can be tapped by more intensive materiel management. The first step is incorporating the necessary ingredients for a strong materiel management effort--the right people and a state-of-the-art computer program. Reorganization may be necessary to establish a more unified, consolidated approach to materiel management. Second, conduct an audit of the entire hospital to identify opportunities for improvement and to establish baseline management data. Finally, push forward the process of system changes (which also establishes necessary controls) until results are accomplished--a process that usually requires one to three years. The alliance between the materiel manager and the CFO is definitely beneficial to the hospital and to the individuals involved.     

Managing materiel in a multidivisional corporation

By using centralized purchasing and prime vendor contracts, the Allied Services material management department has been able to handle very effectively the purchasing needs of this multidivisional health care complex. Through active enforcement of Allied Service's materiel management policies and procedures, the department continues to be able to acquire the products and services that are necessary to keep the many programs running. Most importantly, these products and services continue to be acquired while the three significant attributes of materiel management--quality, availability, and service--are maintained.     

基于单片机的四路抢答器的设计

抢答器是一种应用非常广泛的设备,在各类竞赛中,特别是做抢答题时,在抢答过程中,为了知道哪一组或哪一名选手先答题,必须要有一个系统来完成这个任务。如果在抢答过程中,只靠人的视觉是很难判断出哪组先答题。利用单片机来设计抢答器,使以上问题得以解决,即使有两组的抢答时间相差几微秒,也可分辨出哪组优先答题。抢答器已经发展到了用单片机的控制来实现其功能,制作过程简单,准确性与可靠性高,安装维护简单,而且功能齐全,电路简单,成本低,性能高,真正朝着更先进实用的方向发展。     

Optimal investment decisions when time-horizon is uncertain

Many investors do not know with certainty when their portfolio will be liquidated. Should their portfolio selection be influenced by the uncertainty of exit time? In order to answer this question, we consider a suitable extension of the familiar optimal investment problem of Merton [Merton, R.C., 1971. Optimal consumption and portfolio rules in a continuous-time model. Journal of Economic Theory 3, 373–413], where we allow the conditional distribution function of an agent’s time-horizon to be stochastic and correlated to returns on risky securities. In contrast to existing literature, which has focused on an independent time-horizon, we show that the portfolio decision is affected.