In any type of organization it is convenient to have and be able to have at all times, a mystique that helps us to amalgamate the individual visions and paradigms of each one that we compose with the whole of the organization that contains us. They emerge as "The golden maxims" or as I prefer "The 10 Commandments" that serve to create a shared vision, consolidate the foundation that will sustain growth and correct endogenous situations both on the part of individual people, sectors or areas of the company that are generating nuances that have nothing to do with the practices that are disseminated from the organization's Management.
Saving the differences, as in the Old Testament when God gave Moses the 10 Commandments that Jesus later perfected, we believe and spread 10 Commandments, as a kind of evangelization from the Management itself, which give it the guiding framework within any company generator of goods or services and which are the following:
1. Genuine focus on the customer, this is the highest priority throughout the organization, and the concept applies to both external and internal customers. The improvement is measured based on the impact that is given with customer satisfaction.
For this, it is of utmost importance to disseminate and understand the internal supplier customer criteria as a preliminary and learning step so that the organization as a whole can recognize the external customer as a priority.
2. Continuous Improvement: Another priority to ensure competitive management is a permanent search for continuous improvement in all corners of the organization.
The importance of Data and Facts for continuous improvement in an organization are relevant since the more you take advantage of them, the greater benefits will be obtained. The key to this is to be able to generate actions in all areas of the company in a way that allows continuous improvement of the Processes.
3. Quality as a strategy. The objective here is to think and act in an environment where quality at 100% efficiency is everyone's responsibility.
Quality must be rooted and institutionalized within all the steps that the Business Processes have.
Quality is not negotiable, from the point of view that it cannot be doubted in internal decisions and even less that it is an adjustment variable when trying to achieve objectives.
4. Proactive attitude. Take responsibility and give you a sense of urgency. It means anticipatory action, anticipating events, the opposite is reaction.
The proactive attitude has to be a habit: define objectives, periodic review, establish priorities, focus on preventing problems vs. fight with fire (the difference is very clear to put out fires or prevent fire).
Make things happen, for which causality has to prevail over chance.
5. Understand "Responsibility" as the Capacity to Respond, by the role that I occupy or by the assigned task.
Objective to achieve "Responsibility" in everything we undertake.
6. Create a "Conduct" where common sense prevails in the work culture, as a common practice.
For which every person with an assigned role, from management downwards, will be responsible for generating good habits and the discipline required in each of the people.
7. Metrics or Indicators. Permanent search for improvements in "Efficiency" and "Effectiveness" as indicators of a parameter of competitiveness in order to ensure a sustainable business
8. Understand mistakes and problems as an opportunity. An effort should be made to put them white on black, minimizing the grays to transform them as a Lesson Learned.
9. Prioritize the formation of Work Teams, for the development of people through problem solving and process improvement.
10. Performance in Cost. The importance of having a discipline directed with a lot of focus from the direction of the organization with a Kaizen methodology of Spending separated into two aspects, one that has to do with Variable Expenses and the other with Fixed Expenses.
