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Showing posts from November, 2020

HR PRACTICE ACCROSS CENTURIES 6

 In another manufacturing company I worked, management introduced Total Productive Maintenance (TPM) After all the initial training which cost the company a tidy sum of money, the day we rolled out TPM with the 5S, one of the three TPM Officers was almost sanctioned for treating what we were doing with levity. However, after a year down the line, the same TPM Officer implemented a simple procedural change in the production line which resulted in the savings of about N65,000,000.00 for the company. Next week, we shall answer the question of the difference between a half full cup and a half empty cup.

HR PRACTICE ACCROSS CENTURIES 5

 One truth we cannot runaway from is the fact that organisations that are able to track accurately ROI of staff development will continue training irrespective of the economic situation. Sometime ago, we sent one of our factory managers to attend a Total Quality Management (TQM) training. On his return, HR joined him in implementing his action plan. We started a 30 minutes meeting with the workers every morning on the production floor without adding the 30 minutes to their daily work time. After three months, we had achieved a 60% reduction of waste in the factory.

HR PRACTICE ACCROSS CENTURIES 4

 This week, we ask a direct question which really cut accross the 20th & the 21st centuries. Is there any common HR ground in the following:- - Total Quality Management (TQM) - International Standard Organisation (ISO) - Six Sigma - Lean Analysis - Total Productive Maintenance (TPM) In the next two weeks, we shall share our experience on ROI Staff training. Join us then.

HR PRACTICE ACCROSS CENTURIES 3

 When it comes to staff development, there are basically two types of companies/organisations. There are organisations that regard staff development as investment. On the other hand, others treat staff development as avoidable expenses. Talk is cheap, so how do you know, which is which? The difference becomes clear when there is a down turn in the economy. Organisations that treat staff development as investment, put in more funds to sharpen the skills of her staff in the difficult environment. Conversely, the other type start by cancelling all training programmes to save cost in their myopic ideas. Another way of classifying these two organisational types is a question I asked applicants at an interview over twelve years ago which has not been answered. What is the difference between a half full cup and a half empty cup? We shall answer this question on the last Wednesday of November, 2020.