Summary
Excellence is a universal expression that does not accept meanings, one is or is not excellent, there are no middle terms, just as a lady cannot get more or less pregnant, no one can be more or less excellent.
The demand that excellence generates is unappealable, this is the engine that synergizes the production process, in the stormy sea of competitive struggle, always changing, agile and surprising. A manager may be without excellence, but for it to produce results, it must go hand in hand with leadership. When they unite, the result is excellence. A manager who prides himself on being one, has no choice but to exercise comprehensive excellence.
Competitive competitions
A distance will always be perceived between academic competences and the real capacity for productive execution: "more important than the amount of knowledge is the use made of them".
Gathering important concepts from the most outstanding contemporary managers, we selected 14 whose verification in historical evidence, demonstrate their productive effectiveness. The ideal is to adjust the management processes aligning the pertinent in search of achievements in the executive mission.
The essential mission of any company is to create wealth, this undeniable reality composes in a very high percentage the expectations of every investor who places their resources at business risk: Time, Effort and Money and that they must act in perfect synchrony of People, Processes and Product.
These are:
1. Improve from within: Ask yourself all the time, how to reduce costs, be more creative, reduce delivery times, improve the level of service, boost the comprehensive attitude of the staff in customer service, internal and external. Spend a minimum of fifteen minutes every day reflecting on how to improve each of these aspects, which are neither more nor less the essence of organizational processes.
2. Constant search: Remain in constant search for the optimal combination of factors that should influence the purchase decision: quality, reliability, price, packaging, distribution, protection, advice and service. Research and encourage research among your entire staff. Historically, the great solutions have originated from the middle management and from the base of their human capital. Never underestimate the very valuable contribution of each of these characters since the experience and permanent management with each aspect, generate feasibilities unsuspected by the directive elite, but be careful not to take this as your own idea and the corresponding credit.
3. PHVA: Convert logistics (Direct, Transversal and Reverse) within the framework of all planning of internal and external activities of the company: Plan, Do, Check and Act, with comprehensive productive reasoning.
Do you remember what you learned in the university about the Theory of Constraints? Today, it is the generator of the largest competing capitals in the world, where pure integral logistics lives.
4. Analyze, create, rethink: The parameters both those that work well and those that do not. It is better to question internally than the target market. A very appropriate tool in this exercise is the famous and dynamic Benchmarking, do you remember ?: Comprehensive comparative analysis of your competitive capacity against your best competition. The problem is that we aim very high and we do not hit or we aim very low and we hit.
5. Upgrade: Put technology at your service by obtaining software tools and equipment that can help you better develop your production processes. But beware, all technology no matter how high it is, if it doesn't contribute, don't even consider it.
The objective is not to be fashionable, the objective is to facilitate, streamline and maintain its competitive capacity consistent with the demands of the market and the perception of the client, who is ultimately the reason for all our efforts.
Educate yourself and encourage ongoing training for all your staff, it is a profitable investment that will soon show its synergistic strength.
6. Synergize and convene: Make all your officials aware of the importance of delivering the best product to the target market, based on speaking the same language and communicating with the same north.
Determinant at this point is the spirit of leader of a director with competences called for motivation.
Management by objectives is a business practice that will be appreciated by all: Investors, Directors, Officials and Clients.
7. Self-Assessment: Constantly listen to mistakes made, accept them, and work to fix them.
Constructive self-criticism strengthens all processes and is based on the creation of constant and sustainable value. I am the manager but I am not infallible, everything excellent can be improved. Do you remember the Kaizen theory? Prepare and apply it.
8. Two-way communication: Keep a constant dialogue with your clients and create a transparent and mutually beneficial relationship with them. Whoever owns the information wins, I can only make myself understood by my target audience if I understand their expectations and their perception of my offer.
Ask yourself: What is the positioning of my products and services in the mind of my target audience?
This is a management tool of exceptional strength, which translates into the perfect product for the perfect client in the perfect conditions, at the perfect moment.
"Words move, example drags"
9. Be assertive: Never promise things you can't keep, and do everything you can to do what you promised.
Comply, you do not need as a condition that it is supported by legal documents, accustom your staff that your word is "sacred", that is: trustworthy, transparent, honest and worthy of all credibility.
The assertive man is the one who knows and takes care of all his answers. The motivation generated by this condition manages to summon the purpose towards the achievement of great achievements.
10. Create value: Impose all your ability and creativity to add value to the customer chain.
The value chain categorizes the activities that produce added value in an organization into two types: basic activities and sustaining activities.
Basic activities:
The basic activities refer to the physical creation of the product, its sale and after-sales service, and can also, in turn, be differentiated into sub-activities. The value chain model distinguishes seven basic activities:
- Internal logistics: includes operations for the reception, storage and distribution of raw materials. Operations (production): processing of raw materials to transform them into the final product. External logistics: storage of finished products and distribution of the product to the consumer. Marketing and Sales: activities with which the product is made known. Service: post-sale or maintenance, groups activities aimed at maintaining, enhancing the value of the product, through the application of guarantees. Permanent research: The customer market and their expectations, the competition and the situational environment, change agile and decisive, for this reason the offer of satisfiers must be relevant to that reality. Competitive strategy: As a response to the conjunctural reality and the achievement of corporate objectives.
Sustaining activities
Primary activities are supported or aided by so-called 'secondary activities':
- Organizational infrastructure: activities that support the entire company, such as planning, accounting and finance. Human resources management: search, recruitment and motivation of staff. Technology development, research and development: obtaining, improving and managing the technology.Supply (purchases): process of purchasing the materials.
The chain frame
The value chain helps determine the distinctive activities or competencies that allow generating a competitive advantage, a concept also introduced by Michael Porter. “Having a competitive advantage is having a higher relative profitability than rivals in the industrial sector in which you compete, which must be sustainable over time. Profitability means a margin between income and costs. Each activity carried out by the company must generate the greatest possible. If not, it should cost as little as possible, in order to obtain a higher margin than the competition. The activities of the value chain are multiple and also complementary (related).
11. Manage today: Keep your employees' payroll and benefits accounts up to date.
12. Fair Prices: Build and maintain a defined and fair pricing policy.
13. Analyze financially: Be clear about the margins and costs of the operation so as not to sacrifice the sustainability of the company.
14. Set and Maintain a Customer Service Policy: Design a customer service policy that is consistent with your company's expectations of and commit to it in all its core promise.
The convergence of these active factors will give the best results and will be a firm seed of a permanent development of the growing productive capacity.
"Each one is according to God does it and ends up being what he does"
A manager of the profile and spirit that we propose must concentrate its value creation engineering, taking into account as a priority that its action turns in processes that:
- They run the organization with "broad perspective." This refers to the fact that it is relatively easy to make the organization obtain benefits for a short period of time, through the organization of an event or the launch of a new product, for example. But those who truly leave a legacy are those who exercise leadership with the future as well as the present in mind, creating a culture of leadership. The most stable companies have leaders at all levels of the organization. Developing leadership of such breadth is accomplished by making development leaders part of the culture. They pay the price today to ensure success tomorrow. There is no success without sacrifice. Every leader who wants to contribute to their organization must be willing to pay the price to ensure lasting success.They value team leadership over individual leadership. As great as a leader is, you can't do it all alone. A company requires a team of good leaders to achieve success. They leave the organization with integrity. When the time comes when the leader must leave the organization, he must be willing to let his successor continue. They understand and promote motivation. As an accelerating factor in the production process through voluntary management without supervision, you know very well that the best policy is rectitude. He is the leader, example and teacher, his actions and decisions are permanently observed, by subordinates and the board of directors.They withdraw from the organization with integrity. When the time comes when the leader must leave the organization, he must be willing to let his successor continue. They understand and promote motivation. As an accelerating factor in the production process through voluntary management without supervision, you know very well that the best policy is rectitude. He is the leader, example and teacher, his actions and decisions are permanently observed, by subordinates and the board of directors.They withdraw from the organization with integrity. When the time comes when the leader must leave the organization, he must be willing to let his successor continue. They understand and promote motivation. As an accelerating factor in the production process through voluntary management without supervision, you know very well that the best policy is rectitude. He is the leader, example and teacher, his actions and decisions are permanently observed, by subordinates and the board of directors.their actions and decisions are permanently observed, by subordinates and the board of directors.their actions and decisions are permanently observed, by subordinates and the board of directors.
