The exact program included in "process excellence" is not discussed other than to compare it to a twist of programs used by Motorola and G.E. All these systems have many of the same theories and concepts. The goal is to produce the best products/services for the lowest cost, thereby making the greatest profit. After all, isn't that why you're in business?

So what is it about the programs put together by companies like G.E. or Motorola? Can't anyone improve his or her systems? It is their organization after all.

The simple answer is maybe. Organizations are like living beings. They have a personality, health and needs.

Personality

What is the personality of your organization? The understanding of your office's personality is important in organizing and coordinating your company.

Is your organization very people oriented? Many service organizations are more customer/people focused and tend to lose the more business-like details of their company. Is your organization more business like? Therefore focusing so much on the facts and figures that your customers cease to exist.

Neither personality is the right way to be. Businesses and organizations must learn to focus on both the technical specifications of a business and all the people involved. This requires exploring the personalities and their interactions. How they deal with each other. How they handle conflict. How they prefer to work. What motivates them.

Health

The health of an organization is not just the bottom line. Although this is an important factor, the health of your company also depends on how it handles changes, competition or market slumps.

It is similar to your body being exposed to the flu. Instead of the Bohemian Flu, your company could catch the change flu, market flu or the competition flu. Is your business ready to fight these flus?

Needs

If asked, most companies would say they need more customers, better or more employees, or simply more resources. These are the easy needs to visualize. Organizational needs are more complex. They reflect the needs of all stakeholders (both inside and outside the organization). These needs could include: communication, feedback, creativity, ownership, responsibility, delegation, empowerment, authority, etc.

Many managers, supervisors or leaders typically underestimate these needs. But these needs multiply, and sometimes are synergistic, in groups. One popular author discusses that we should not only treat people differently but also treat an individual differently according to the comfort with their task.

This can be a daunting task when you have more than yourself to coordinate and motivate. But not impossible! It requires knowledge, skills and desire. None of which are developed overnight.

Do You Need An Executive V.P.?

You'll remember the answer is maybe. Some organizations will send individuals to classes, seminars or conferences and be able to implement new programs. Others will need a full-time executive to provide a constant focus and emphasis. Most will be in between these two extremes.

So what to do? Never be comfortable with being good enough. When you stop growing and learning, you'll cease to be competitive in the marketplace. Give your organization a routine evaluation, get help in the diagnosis and plan to improve your productivity.

Remember your business depends on it.

By: Margie Thomas