Put Your Money Where Your Heart Is, Invest Conciously

F' it, be a Conscious Investor

The depth of my investigation into a fund/stock is often limited but I do like to think I invest with some moral guide points.

I invest in U.S. Organizations when the economy is having issues and internationally when we are doing good. First, for the bounce back effect gaining me larger profits and second, we like to help an underdog. This is a reasonable risk, not 40:1 odds.

I tend to pick more small- and mid-cap funds which provide for developing businesses.

I don't limit myself to companies I will or won't invest in but I am a big fan of segment based investing (e.g. Technology, pharmaceutical) which is why I am disappointed to see we are heavily limited this year in our options for industry specific funds in many company 401k offerings.

Fund fees (what the fund manager is taking as payment) are limited as far as a 401k is concerned due to restricted options… but if I am debating two funds, I do take this into consideration.

So, yes, I let my conscience talk to my checkbook during evaluations because I want to know that I am not tied to 'Baby Labor, Inc.' because a big win for me is meaningless without some positive impact on the world. That being said, I will not invest in the 'Sinking Environmentally Friendly Fund'.

Mutual Fund 401k Basics

Front Page Information (the basics)

Mutual funds are investments made up of smaller investments inside based on the focus of the mutual fund. A fund is managed by the a fund manager (Fidelity) and a group of people at the company are responsible for adding and removing stocks to the mutual fund based on the purpose of the fund and stock performance. Then, they take your money in the fund and automatically invest it for you.

Large Cap (4 options) Funds that invest in big corporations, generally they have a value of $8 million or more. Generally these are the big, steady companies which will not have huge growth in performance but are less volatile. They invest in companies like Apple, Exxon, Discover, Google, Red Hat.

Mid Cap (3 options) Funds that invest in companies valued between $1 million and $8 million. They invest in companies like Microsoft, Best Buy, Abercrombie & Fitch, Oracle.

Small Cap (3 options) Generally invest in companies with a value under $1 million. These are going to be more active as far as value because companies will grow quickly or die in most cases. They invest in companies like Regis, Wesco, Spectrum Brand Holdings, Team Health Holdings. Most you will not be familiar with.

International (2 options) Mutual funds that invest in company stocks around the world.

Specialty (1 option) Specific categories to invest in. The only option here is an investment in real estate organization's stock funds.

Blended (many options) This is the auto-pilot option, pick the year you expect to retire and the Fidelity team adjusts the risk of the fund as it approaches your retirement. (e.g. They search for large gains from higher risk options while you are in your 20s & 30s. As you Are in your 50s the fund focuses on steady, small growth.)

Income (1 option) This is a bond investment option of Corporate bonds. More secure in troubled times than stock investments but also limited in gains based on this.

Short-Term Investments (1 option) This is a Money Market account, safe, secure, akin to a savings account.

I used the Fidelity website & Yahoo Business pages as reference for this.

Book Review Death by Meeting: A Leadership Fable...About Solving the Most Painful Problem in Business by Patrick Lincioni

If you have anything to do with meetings and people, read this book. It really doesn't take that long to read and while I am still out on the entire 'fictional story to explain a business concept', this one has stuck with me since I first read the book a few years ago.

This book breaks it down for WHAT you should be expected to bring to each meeting and what you should expect to get out of each meeting. From an organizational perspective, it also has encouraged me to do two major time changing things in my life, a) I will not hold a meeting without publishing an agenda first and then following it up with a notes/action items email and b) I will gladly refuse to attend a meeting without a published agenda. I now recoup about 4-5 hours a week regularly because of this and am starting a behavior pattern that will hopefully improve the organization.

Book Review: The Hamster Revolution

The Hamster revolution by Song, Halsey & Burress

I want to say something good about this book, about how I have taken some of the core concepts to heart or maybe that it inspired me to start writing better emails but I can't. Heck, I would even like to tell you this book (being the 3rd of this kind I have read) was not the one that convinced me I do not need to read any more of these professional improvement books that boarder on manipulating story rather than conversation about the topic.

Here are the details in a nut-shell:

• Lead by example, write better emails and people will follow
• Kindly correct your colleague's emails, make subjects clearer and summarize their points
• Drop the crap, no more 'It would be our department's utmost pleasure to assist you' and other political crap. You know it is crap when you get it, others know the same. Help me be productive or you are really just a barrier towards my goals for the day.
• Provide & encourage private feedback on emails and pre-reading of drafts by an extra set of eyes.

This isn't world changing news, get the rose sunglasses off, realize the people you interact with would rather have things happen properly and efficiently than get their egos stroked. If there is a meeting at 2 PM tomorrow to discuss process improvement in our department that is all you need to say. I do not need to hear the inspirational essay that you want to base the new direction on or the epiphany you had that revealed all things wrong while vacationing with your family in some lake resort town 4 hours away. I need:

2 PM tomorrow we have a brainstorming meeting where we will identify:

1. Hindering processes that prevent us from being the best
   
2. New opportunities to serve our customers
3. Time frames for removal, change or implementation of these new processes.
4. Individual responsibility for driving each of these within the group.

Now onto the story format for professional books.

I can easily appreciate that you need to stand out in the market and being just another boring dead tree with page after page of a)fact b) discussion of fact is not going to get you written up as a breath of fresh air but these are getting goofy. I was with them on the concept of the newly hired executive because I always wondered what went on in those conversations at the top levels of management. I dug the idea of the film student, inspired by his craft, to reshape meetings. (If you do not know what books I am talking about, I will get the reviews out if they are not hear already.) But a stinkin' hamster walks into office? The is more an opening to a sad, politically correct joke to replace the 'A walks into a bar' of my father's generation than a motivational texts opening. Completely ridiculous and screams 'buy me and take me home, I am more than a book to scan at your local Borders while sipping your latte.' I almost want to do the library I borrowed this from a favor and use it to start my next bonfire with it. Three author's and this is the best opening they came up with? I hope your other works are better.

Comments on the current state of India in Time June, 2006

This is an old magazine that I finally pulled out of the drawers and read through. The information is now a year old so there were only a few things I wanted to take out of it.

Initiative represents Bombay's- and India's- advantage over its competitors "it's people who make countries, not governments".

The above quote sticks with me because it may very well be what gives any one group an advantage over another. If we think back on the history of America we had one advantage over the rest of the world, we took initiative and did things. This can be said too for just about anything from a high-school that invests heavily in its football team to an individual that suddenly finds themselves ahead of everybody they once associated with... the only difference is somebody took initiative and did it first.

So now the question becomes, can they keep it and how do we make sure we are able to ride their wave of initiative? Change, change what you do, change professions, find an open market and feed it. This is so important because taking a chance is what America has been known for (Think Wild West) and good or bad, we need to drive change, not just ride it. Act as an individual if you must but drive the society and have others help you move change through new initiatives.

---

Globombed (by Wipra): Outsourcing of a job. I used to work for a NOC in California but it was globombed and I relocated my family here to Texas and I now work in a Data Center.

---

We realized no one was going to descend from the heavens to solve our problems, and we were going to have to do it ourselves.

Anything I could say about this comment is already said in the first section.

Book Review: Leadership and Self-Deception

Leadership and Self-Deception by the Arbinger Institute

This is the best opener to a way of changing how you think about professional conflict and common goals. The only problem this book has in my opinion is the closing conversation talks about additional learning the lead subject must undergo. As the reader, I was rather disapointed these additional lessons are not in print anywhere.

I always struggle between the cut-throat 1980's image of American business and the Eastern philosophies that interest me so much. I look at some of the things we do on a regular basis and have to ask 'why?' Things this book is not saying:
Business needs more heart
Ill gotten gains will rot your soul
Getting ahead is not about leaving people behind

360 Degree Leadership

1. Lead yourself exceptionally well (emotionally, time, priorities, energy, thinking, few words, personal life)
2. Lighten the bosses load, do your job well
Tell others (upward) what they need to hear, not what they want to hear.
Go the extra mile
3. Do what others won't
4. Do not manage, Lead
Facilitate change
5. Relationship/Chemistry
Know their priorities
Prep for meetings 10x
Clarify purpose to speed progress

1. Do the tought jobs
2. Pay your dues
3. Work in obscurity
4. Succeed with difficult people
5. Put your self on the line, not them or the company.
6. Make no excusses.
7. Do more than expected
8. Help others
9. Never say that is 'not my job'
10 Take responsibility.

U.S. Companies that fully Embrace ITIL

• Procter & Gamble
• Shell Oil
• Visa

ITIL V3 Books coming soon...

Vol I Introduction to ITIL
Vol II Service Support
Vol III Planning to implement Service Management
Vol V ICT Infrastructure Management
Vol VI Application Management
Vol VII Security Management
VolVIII Software Asset Management
Vol IX Business Perspective
Vol X ITIL Small-Scale Implementation

Money Magazine Corporate Ladder Quiz

1. You've just taken a new job in an unfamiliar organization and are anxious to make a good impression and rise quickly. The best way to do this is to:

Results: The best answer is b, because people who solve problems get noticed for all the right reasons. Ignoring the political climate altogether as in c, is unwise, because you'll never be able to anticipate an enemy you don't see. Meanwhile, a is even riskier. Become too embroiled in office intrigue and you tend to overlook a crucial fact: The people who have clout now may not have it later, or vice versa. Why choose sides now?

2. You've come up with a great idea for cutting costs, boosting efficiency, or improving customer satisfaction, but you've described it to your boss, and she just doesn't seem interested in pursuing it. You:

Results: The best answer is c -- not only is it the most likely to persuade your immediate boss, but even if she tries the idea and it flops, the approach makes her an ally you could keep for life. Don't go with b; it's just an excellent way to shoot yourself in the foot. And a shouldn't even cross your mind: Power is never achieved without a quality Reardon calls "relentlessness" -- an unwillingness ever to take "no" for a final answer.

3. A manager one level above you does you a very big favor--for example, saves you from a layoff or puts in a good word for you that helps you get your dream job. Your response is to:

Results: If you chose b, you're well on your way to understanding the secret handshake: People in power rarely get there, or stay there, by losing sight of who helped them along the way. That's why a is just not sufficient. As for c, it's downright dangerous: Never let anyone pressure you into returning a favor, even a very big favor, if it involves an ethical or moral lapse or could otherwise damage your career or reputation.

4. In a meeting with several of your peers and a few people more influential than you are, someone makes a pointed remark that might--or might not--be construed as a significant criticism of your work. You:

Results: By far the most effective way to handle this is b, but make sure to keep the conversation brief, brisk, and businesslike, and listen carefully without getting whiny or defensive. The only way c will help is if your peers know more than you do about what's going on and whose stock is up or down -- and if they do, that's a bad sign right there. And, to be frank, a is for losers.

5. You're a middle manager now, but you hope someday to be CEO. Your natural inclination is to base your decisions on the consensus of the group. In order to prepare yourself to move up, you:

Results: The best answer here is a, followed by b. In her book, Reardon identifies and describes in detail four distinct leadership styles, with most managers having some characteristics of each. In some companies, she writes, "the most effective leader is one who doesn't appear to be leading at all." Figure out what is the most widely respected style in your particular organization -- and, if the people at the top approach leadership in a radically different way than you do, consider moving to another company. Square pegs do occasionally fit into round holes, but the higher you go, the less likely that becomes.

Top 10 "Boss Gifts"

* Let friendship develop, don't force it

* allow employees to demonstrate reliability without oversight

* address conflict

* remain modest

* be decisive

* reflect before making decisions

* delegate

* maintain steady energy level

* be open to influence

* be professional

Then emphasize how many of the traits on the surveyed employees' "wish" list that your boss does possess:

* Trust in one's employees

* Honesty/authenticity

* Great team-building skills

* Effective coaching skills

* The ability to say "no"

* A broader perspective

* Patience

* Decision-making skills

Career Advancement Without Experience

Published:	August 9, 2006
Author:	Julia Hanna

http://hbswk.hbs.edu/item/5471.html

Stretch work strategies

The researchers identified four successful tactics for obtaining stretch work that were common to both groups:

• Differentiate competence. Anyone hoping to advance must distinguish his or her performance on the job. This is particularly true, however, for contract workers—because they are paid for each short-term job, their employers are likely to subject their work to close, frequent evaluation.
• Acquire referrals. Because high-tech contractors tend to work with a number of clients, brokers, and fellow contractors, they enjoy a broader social network from which to draw referrals than most permanent employees. In the film industry—where most hiring is done based on a production manager's previous experience with an individual—referrals are a vital aspect of getting any job, particularly if it stretches a worker in a new direction.
• Framing and bluffing. "This is one of the most creative attributes for obtaining stretch work," O'Mahony notes. "People who are good at presenting their prior experience in a way that allows for an easy translation to the desired job can narrow the gap between their past experience and future capabilities." Adopting a hybrid job title to identify oneself—"director-screenwriter," for example—can also help establish authority in more than one area.
• Discounting. Accepting pay below the market rate is a temporary disadvantage some contract workers are willing to accept, if it means gaining the experience and exposure that will lead to a new position. One technical writer put it this way: "I turned down solid offers from three companies, all paying over $100K a year…I would take a job at $55K if they're using a totally new technology so I learn something…It's like playing pool…You hit the green ball with the white ball, and the point is to place the white ball to get the next shot. So I take that job in order to learn skills for my next project."

Creating a Positive Professional Image

Q&A with:

Laura Roberts

http://hbswk.hbs.edu/item/4860.html

Q: What are the steps individuals should take to manage their professional image?

A: First, you must realize that if you aren't managing your own professional image, someone else is. People are constantly observing your behavior and forming theories about your competence, character, and commitment, which are rapidly disseminated throughout your workplace. It is only wise to add your voice in framing others' theories about who you are and what you can accomplish.

Be the author of your own identity. Take a strategic, proactive approach to managing your image:

Identify your ideal state.

• What are the core competencies and character traits you want people to associate with you?
• Which of your social identities do you want to emphasize and incorporate into your workplace interactions, and which would you rather minimize?

Assess your current image, culture, and audience.

• What are the expectations for professionalism?
• How do others currently perceive you?

Conduct a cost-benefit analysis for image change.

• Do you care about others' perceptions of you?
• Are you capable of changing your image?
• Are the benefits worth the costs? (Cognitive, psychological, emotional, physical effort)

Use strategic self-presentation to manage impressions and change your image.

• Employ appropriate traditional and social identity-based impression management strategies.
• Pay attention to the balancing act—build credibility while maintaining authenticity.

Manage the effort you invest in the process.

• Monitoring others' perceptions of you
• Monitoring your own behavior
• Strategic self-disclosure
• Preoccupation with proving worth and legitimacy

PM Network Vol 20 Notes

PM Network Vol 20, 4: April 2006 p. 24

Behavioral interview

- ‘past behavior is the best predictor of future success’

- Themes like success failure and focus on topics such as persuasion, conflict management and interpersonal relations.

- Create story around accomplishments

- Beginning (restatement of prob) middle (actions you took) and end (result)

Panel interview

- Prioritization and demands

- Answer in order

- ‘I’d be happy to answer but if you don’t mind, I’d like to answer this other question first.’

- Expect follow up questions

Case interview

- Analyze business problem, hypothetical

- Define problem and explain process for solving it

PM Network Vol 20, 4: April 2006 p. 39

More persuasive	They’re able to argue and convince others of a particular viewpoint
More outgoing	They’re more talkative and noisy
More innovative	They’re ready with lots of ideas
More achieving	They set higher goals for themselves
Less modest	They’re ready to talk up their own achievements
Less conventional	They want to do things differently.

PM Network Vol 20, 4: April 2006 p. 46

Change Management activities

Quantitatively benchmark the assumptions so that progress made toward setting realistic expectations can be measured. Rate the problems by strongly disagree to strongly agree

_ the implementation will be difficult

_ my job will be easier after the implementation

_ the project change will make my job more secure

_ I expect a few problems in the first few weeks

_ consumers will see the change’s benefit almost immediately

_ we will not have to work as much overtime

_ we will be more confident that stock is available when we take an order

_ the changes have nothing to do with me

PM Network Vol 20, 4: April 2006 p. 64

Inverted pyramid style of communications for update

Punch line: Most critical concern is stated, “Eighty five percent of the testing worked”

Current status: “The project is 10 days behind”

Next steps: tell not only the problem but the solution. “We can recover three days of the delay but not all five if Bill Smith works overtime for a week.”

Explanation: “We did the tests but it didn’t work as planned.

PM Network Vol 20, 4: April 2006 p. 66

Ask the right questions in beginning or evaluating a project

- What specific corporate strategy or business initiative is the project linked to?

- What value does the project provide?

- What are the measures for quantifying the success of the project?

- What are the shutdown conditions of the project?

- What are the implications of doing nothing?

PM Network, Vol 20, 5: May 2006 p. 20

Building a better relationship with authority

- Listen to your leader’s heartbeat; hallway conversations & dreams personally and professionally.

- Know your leader’s priorities

- Catch your leader’s enthusiasm; promote their dreams and visions

- Connect with their interests

- Understand their personality; opposite opinion is OK as long as goals and values match up.

- Earn their trust; positives fund the account, negatives detract.

- Work with their weaknesses; identify these and provide a balance to them.

PM Network, Vol 20, 5: May 2006

Risk management

Is it financially stable and secure? Look at balance sheet for risk tolerance.

Can current business operations continue alongside forward-looking project work without substantial disruptions to either? Evaluate project on impact to other projects and ongoing operations.

What are the to-level execs tolerance for risk and commitment to completion? Support of sponsors who are likely not to leave or strong, multi-exec support.

PM Network, Vol 20, 5: May 2006 p. 76

Leader of the Pack

1. How do you interact with people on a regular basis?
2. Are you negative or critical?
3. Do you empower others or try to micromanage and control?
4. Do you try to develop and support people?

ORFALEA CENTER FOR GLOBAL & INTERNATIONAL STUDIES SPECIAL EVENT: Former President William J. Clinton and Entrepreneur Paul Orfalea

For those that are interested, this was a rather interesting conversation on globalization and you can watch the web-cast as a replay. This is a good conversation on many things about global business and U.S. relationships. While I try not to be political here, had this conversation occurred prior to his campaigns, I would have voted for him... Ofcourse, President Clinton would not have had the knowledge or foresight to discuss these topics without this experience.

The best I can do here is paraphrase him until I am in a place where I can rewatch the broadcast but the statement was something to the effect: Do not overlook philosophic thought and possible facts due to your blind grasp on your ideology. Thank you, thank you, thank you for somebody in the political world finally saying it is OK to change your position if the facts in front of you have changed. This should hold for most things in your life as well.

All professionals should be encouraged to change their minds and be able to relay the reasoning for such a decision. An unchanged position submerges an individual to far into their ideology to think clearly about advancement. While changing your mind is a good think, you must be able to provide the reasoning for it as well. If you can not provide a process logic to reach the new destination the philosophical logic is not sound and a lack of supporting evidence makes your perspective easily dismissable as ideological fodder instead of deductively reasoned logic.

Time Off and Representing Yourself

While I have been absent, I have not forgotten about my blog. There was a bit of complication regarding my M.B.A. and I had to retake a class which occupied time so I could not read anything recently.

Next1Up's advice for people, remember that all your text on the internet will eventually become searchable. Remember to represent yourself in the best possible light by expressing yourself professionally and supporting arguments if you want to state a contrary opinion. Most of the people in this make-up class were remedial enough in their writing that it would be hard for me to grant any of them an interview. Limited knowledge of a topic, lack of supporting information and failure to abide by the rules of grammar made philosophical discussions with them impossible. I wish them the best and I hope they grow in their respect for themselves to improve their professional image.

Speaking of professional image, the holidays are hear and my advice is watch your consumption. Company/Customer Holiday parties are not the place to get drunk, go to the bar afterward with a group if that is your desire but regardless of what you hear, these impressions stay with people. This goes the same for anybody that accompanies you. My advice extends into the food as well. Eat something before you get there so you can spend your time talking with everybody instead of shoving your face with appetizers made of contents you have not heard of.

Book Review: Brag!: The Art of Tooting Your Own Horn without Blowing It

Brag!: The Art of Tooting Your Own Horn without Blowing It by Peggy Klaus

OK, a book with a few hints and tips that helps you refine your elevator speach and reminds you that every conversation is a pitch or ad requesting interest. Really, not that bad of a thing.

Any office hall way, any two people, the first says, 'how's it going?' as they cross in the hall. Possible responses...

grunt : Person is having a bad day, or does not care much about the day.

'hi' : I have seen you before but your name escapes me.

'hey naaammmeee' : I know who you are but have nothing interesting to tell you.

'super day!' : To excited to be trusted.

'Exciting, new movement means the project is expanding, looking up to the new challenge. You?' : Damn straight I know what is going on here, where I am needed and where I can help & grow. Can you play the game or waste my time with little hallway chat?

That is the value of "Brag!", you learn techniques for when you find yourself on the elevator with the CEO and every other a-hole tells him/her about the weather. This also serves in developing your opener at parties and building the intro other people use for you.

In my classification of books this is a 'Library' class book. Worth the cash, maybe, but you want to know where to get it when you want it... like your local library.

Book Summary: How to Become a Rainmaker

How to Become a Rainmaker: The Rules for getting and keeping customers and clients by Jeffrey J. Fox.

Rainmaker’s Credo
• Cherish customers at all times
• Treat customers as you would your best friend
• Listen to customers and decipher their needs
• Make or give customers what they need
• Price your product to its dollarized value
• Show customers the dollarized value of what they will get
• Teach customers to want what they need
• Make your product the way customers want it
• Get your product to your customers when they want it
• Give your customers a little extra, more than they expect
• Remind customers of the dollarized value they received
• Thank each customer sincerely and often
• Help customers pay you, so they won’t be embarrassed to go elsewhere
• Ask to do it again

Killer Questions
1. Do you have your appointment book handy?
2. Will you look at the facts and decide for yourself if they make sense?
3. Would you like to know our differences? (when discussing competitors)
4. We can give you a demonstration, is there anything else inhibiting you from going ahead? (unresolved customer issues or leads to a closing)
5. Why don’t you give it a try? (try, dependant, see benefit)
6. What questions should I be asking that I am not asking? (give them chance to voice concerns)

“Don’t waste your time trying to convince dairy farmers to by horseshoes.”

Rainmakers sell money, not windows or software or shoes.
Dining: Your back to the wall, do not let the customer be distracted during the meeting.
Objections: Welcome them because they are how customers express their desires.
Preparation: Always taste the wine before the wine tasting. Confirm any variable possible.
Ask dumb questions to understand their functionality
Investment return analysis: Prepare this so the customer can sell the product within their organization. There are usually 8-12 decision makers behind the scenes.
Customers do not care about what is making it hard to do your job.
Break the ice at the end of a meeting, ensure time for business.
Show the chain, sell the first link. (explain the process to the customer, get them into the first step)
Be the best dressed person you meet today. No coffee before a meeting.

NEVER
• You are never in a meeting – resolving a customer’s issue
• You are never sick, you are traveling
• Vacation – traveling
• Left for the day – out of the office
• Out to lunch – meeting with a client
• Not in the office yet – at a breakfast meeting

Negotiation:
• Give a sample, get an agreement to test
• Give a demo, get agreement to buy if works as claimed
• Give a brochure, get an appointment
• Give a discount, get more volume
• Give a free drink, get a dinner meeting
• Give a favor, get a due bill
• Give a solution, get paid

Point system (strive for 4 pts per day)
1. lead referral intro
2. appointment to meet decision maker
3. face-to-face meeting
4. commitment to close or action toward close

Voicemail
• Prepare it in writing
• Use third-party reference where you can
• Practice your message
• Be ready for a pick-up
• Speak slowly, clearly
• Introduce yourself first
• State how long message will be
• Purpose of your call (dollarized opportunity)
• Benefit and dollared value
• Suggest a meeting time
• Telephone number AREA CODE 815 888 3333, then repeat
• Thank them and advice you will follow up
• The beauty of voice mail is they will listen to it at their leisure and with their full attention.

10 things to do today to get business
1. Send a handwritten note
2. Clip and send an article of interest.
3. Talk to a satisfied client and ask who else you might help
4. Send a thank-you give to someone who referred you.
5. Give your business card to someone with influence.
6. Send a letter to the editor of a magazine your customers read.
7. Add 15 people to your mailing list
8. Leave a compelling voice mail.
9. Make an appointment
10. Call a client you haven’t talk to in 2 years

Recognize a Rainmaker
• Is organized
• Calls only on decision makers
• Does detailed pre-call planning
• Always has a written sales call objective
• Asks preplanned questions
• Listens
• Is empathetic with customers
• Encourages and appreciates objections
• Always dollarizes the value of a product
• Asks for customer commitments

How to Dollarize
1. Determine the competition price
2. State benefit
3. Quantify that benefit
4. Dollarize the benefit overall (avoided warranty claim x cost per claim = overall cost saved)
5. Reduce benefit to per unit (total savings / # units = savings per unit)
6. Demonstrate the true net cost of your products (price – savings per unit = true price per unit)

Interesting Blogs: Small Business Owners

This is interesting reading that I am going to review regularly. Most importantly, if you are looking for small business ideas.
Six Disciplines

Book Summary: Kaizen: The key to Japan's Competitive Success

Book summaries are a little different because they are only the information I find useful from a book and less commentary than a review.

Kaizen: The key to Japan’s Competitive success
By Masaaki Imai

“Gentlemen, our job is to manage change. If we fail, we must change management.”

Kaizen: Ongoing improvement, including everybody from management to floor worker in work, social and home life.

Design > Production > Sales > Research

Sumo awards: outstanding performance, skill and fighting spirit award.

Process oriented manager
Discipline
Time Management
Skill development
Participation and involvement
Morale
Communication

An infusion of capital is no substitute for this investment in time and effort, it means investing in people.

Kaizen best suited for slow growth economy.

Western managers often refuse to establish rapport with workers which is needed for Kaizen.

Japanese axiom: Quality control starts with training and ends in training

When you see data, doubt it. When you see the measuring instruments, doubt them.

Do stage: morale is improved through Kaizen activities as everybody masters the art of solving immediate problems.

American suggestions based on economic benefits and financial incentives. Japanese stress morale-boosting benefits of positive employee participation.

Suggestions fill the gap between the workers capabilities and the job.

Prerequisites for policy deployment:
1. There must be a clear understanding of role of each manager in achieving the predetermined business result and improving the processes.
2. Managers of different ranks must have a clear understanding of the control points and check points established to realize of goals.
3. The system of routine management must be well established in the company.

Before coming to Washington, I stopped off in Chicago to see the CES. There were many comp products on display at the show. When they arrived packed in crates it was the work of the carpenters union to remove nails from the crates. However, simple taking out the nails was not enough to remove the entire wooden frame, since there were some nuts and bolts remaining. The man from the carpenters’ union said that is was not his job to remove the nuts and bolts and that he would not do it. Finally the frames were removed, but again the work stopped because the rest had to be done by a worker from another Union. Then we learned that pamphlets ordered from Japan had arrived. I went to see about them but there was nobody there from the right union to unload the packages. We waited for two hours, but no one showed up. Finally the truck driver who had delivered the packages gave up and went back, with the pamphlets still on board.

We call some societies primitive because of their desire to remain in the same state in which gods or ancestors created them at the beginning of time, with a demographic balance which they know how to maintain and an unchanging standard of living protected by their social rules and metaphysical belief.

While this book was primarily focused on production lines and warehouses the management logic is not that hard to adapt to executive team management. The core principle is to look at wasted efforts, continual improvement and what each individual can contribute to make the entire organization function better. In my environment this is better monitoring tools and communications software.