注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

论老子

道,领导也。领导必需要不断呼唤,教导下属以及以身作则。下属的过和错皆因领导懒惰。

 
 
 

日志

 
 

Chapter 6: Fallacy of working 'smart'  

2012-06-20 11:55:18|  分类: 7 Deadly Mgnt Be |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

If I were to ask which working attitude will you prefer, ‘working hard’ or ‘working smart’? You will certainly choose ‘working smart’. I have never got the other response.

When one chooses to work smart, obviously he is going to reject working hard. For that person, daily working life revolves around thinking how to ‘work smart’ and not to ‘work hard’.

Someone once told me, “‘Working smart’ is ‘doing the right thing at the right time’. It is that simple.”

I asked him, “What do you mean by doing the right thing?” He was stumped.

That is a very simple question. Everybody knows the importance of ‘doing the right thing’, but what exactly ‘the right thing to do’ means?

In order to know what the right thing to do is, you must do researches, carry out surveys, do experiments, collect data, conduct analysis, listen to feedbacks, and a lot of other things. All those require hard work[1]. Only by working hard, you will get the answer to ‘do what is right.’

Dell makes personal computers. It has never been known as a brand which becomes the number one in technology, or invents a product which has the latest functions, fastest computing speed, quality, reliability, design, and etc. However it has been the world’s most profitable personal computer manufacturer for more than two decades.

Despite the fact that Hewlett-Packard (and Compaq), Lenovo, TCL, Acer, BenQ, Sony, NEC, and Fujitsu being the leaders in one or more of the above-mentioned features, they still fall far behind Dell in terms of profitability. Incredulously, how does Dell be ahead in this race?

Dell designs and refines its demand pull production system to be as lean as possible. Whenever it receives an order, it immediately schedules the production plan. The assembly line produces the order and delivers it to the customers within the shortest time. The lead time between ordering and delivering usually only takes a few days. This was Dell’s famous direct marketing business model. Since the very first day, its workers have been busy with a continuous stream of orders.

With such a responsive assembly line, Dell executives can fine-tune its resources to optimize the production capacity at all times. In this lean environment, everyone must work hard. In other words, Dell is an organization filled with hard working people. The table below contrasts a lean production system versus the one that is not.

 

Table 2: Benefits of lean production system versus non-lean production system

At the other extreme, I once worked for an American MNC where everybody focused on ‘working smart’. ‘Working hard’ was a taboo or reserved for the foolish. In order to avoid working hard, most of its employees set hundreds of ‘working smart’ objectives.

In other words, this American MNC was an organization full of ‘ostriches’ which buried their heads deep into the sand. They thought they were working smart, but in fact, they are not addressing reality.

Dell is not the only organization to envy. Toyota Motor Corporation is another world-class model. In Toyota, everybody works hard. For five decades, it has been continuously working hard to reduce its cost of production. Its profit exceeds that of all the other car makers combined. If you are still not convinced that the lean production system is the only way to go, read on to chapter 7 which talks about the different kind of wastes organizations unknowingly cultivate.




[1] The attribute work hard is fully illustrated in the section 5, ‘Work hard’ of the book, “Just do it” by the same author.

  评论这张
 
阅读(190)| 评论(0)
推荐

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017