Creating a what I care about list (Part)1
Honesty is everything. Treat others as you want to be treated. Be humble in all things. The law of unintended consequences in decision making can never be forgotten. Company culture does not have to change just because the company is growing. While small to medium size companies are building, and in the process, trying to become grown-ups and bureaucratic, large companies are trying to recover their freewheeling youth and shed the bureaucracy. Strong business convictions A company is of the most value and profitability when employees love coming to work.
Teamwork between employees, cooperation between departments and collaboration with suppliers.
Business is not just money; it is people, whether they be customers, employees, or suppliers.
Every position in a company equally exists to support the companies products or services.
Increasing efficiency can lead to higher quality. Higher quality can lead to greater efficiency.
Quality is job 1 and is a business philosophy, not a paperwork creation.
Continuous improvement in processes and people relations is key to success.
Mistakes by employees are learning experiences.
Employees are critical to company operations, why on Gods green earth abuse them.
Most employees have worked for multiple companies, learn from their experience.
Teach employees problem-solving skills.
Most people do not work for wages only.
Teach managers to manage job functions and to lead people—two different skill sets.
Your company trains workers why do you not train leads, supervisors, managers to be leaders.
Abuse of the temp hiring system.
Bringing in temp workers and not providing adequate training and not enough time to establish job skills.
Complaining the company cannot find good workers when they put low effort into the success of new hires, especially temp workers.
Sales are critical to a company but must not be allowed to interfere with the flow of production.
Sales need to consult with production before promising results production may be not able to deliver.
In an economic decline, do not cut marketing budgets; instead, use the downturn as an opportunity to streamline and improve marketing to get an edge on your competitors when market conditions improve.
Data is a tool for making decisions only. Data can be misused to verify a wanted outcome.
Using data to berate employees will lead to not collecting accurate data in the future.
Data used to hammer on suppliers will only drive the supplier away from not towards the company.
Processes are tools to manage specific functions of the company and need to be looked at as such.
Processes should never take control of a company.
Examine processes on how they fit into the needs of the company, not vice versa.
Setting the stage for implementing a new process is critical for its long term success.
Suppliers are critical to company operations, why on Gods green earth abuse them.
Do not expect your suppliers to make up for the fact you undervalued your product or service.
Lead the supply chain, not manage it. Suppliers need honesty, up to date information, feedback.
To be effective as a supplier, the supplier must make a profit.
A profitable supplier will go above and beyond to support their customer.
Your suppliers most likely have multiple just in time delivery customers.
Managing the supply chain by compliance rather than cooperation causes an adversarial relationship.
If a supplier makes a mistake, use the opportunity to work with the supplier to identify how the mistake was made and work jointly on the solution. In many cases, the mistake was a lack of communication from the buyer to the supplier rather than the supplier itself. By working with the supplier, a company can improve its own process to eliminate its own communication issues.consequences to show up.