Small Companies Need Operations Management Too

Becoming an owner/manager can be hard on personal existence – actually there does not appear to become a “personal existence”. The 24X7 effort required to win start up business, ship to clients, and the books straight, is consuming.

Attempting to describe how this feels is difficult – it’s multi-dimensional – so we’ll unashamedly borrow from Chris Brogan’s excellent paper Personal Branding for that Business Professional.

“Within my mind I am the Chief executive officer, project manager, and administrative assistant to my very own private company. Employees= 1. With this thought, I take a look at every job I take like a project. I take a look at every project being an chance. I speak with everybody professionally as though they are someone searching to work with me and my opportunity. This can help me frame everything I actually do.”

Most owner/managers aren’t seeing their roles this clearly, and do not interpret the difficulties into needs for solutions. They decide to manage their business using personal productivity software. Every single day they purchase this decision with inefficiency, confusion and stress.

Using spreadsheets, email and documents to “mash” a method rather of selecting software that’s designed to do the job is really a false economy. There is no management process, the details are distributed round the hard disk and you can’t really share.

What exactly is it that forestalls critical business matters falling in to the cracks between your systems? Where’s review process? Where’s the co-ordination when conditions change?

Too frequently it’s within the owner/manager’s mind, fighting with the other ideas competing for attention. All this at any given time once the Chief executive officer/Project Manager/Admin Assistant is attempting to complete a lot of things simultaneously already.

No question it’s difficult work.

Attempting to stay “agile”, to satisfy customer needs, although achieving “foreseeable” to satisfy their very own, may be the owner/managers greatest challenge.

Not while using best tools to do the job leads to missed possibilities, customer support issues and stress. For his or her strengths to stand out, they require operations management systems, such as the bigger companies use.

To remain on the top in our business (in addition to remaining sane) we have to understand and use a concept first printed in 1916 by father of management science Henri Fayol.

Fayol’s work was initially converted into British within the late 1940’s and is just about the foundation of management talking to since that time. Fayol described management as a mix of planning, organizing, commanding, coordinating, and controlling.

Since that time the talking to industry has shortened the idea into Organize, Plan, Act and Review. Quite simply:

1. Get the act together

2. Plan what for you to do and just how you are going to get it done

3. Schedule and execute the plan of action

4. Review progress constantly and adjust the program accordingly.

The greater practical management consultants have converted this into Plan > Action > Review. Dave Allen in the seminal work Getting Things Done explains extra assistance with the philosophy.

Big company software has this philosophy built-in, especially in the Enterprise Resource Planning genre – a primary reason companies spend $millions on licenses and $10s millions on implementation. It provides a contour around the company, along with a way of managing it. It’s frequently referred to as Operations Management.

Precisely what is “operations management”?.

Many people will recognize the hyped terms – Salesforce Automation, Crm, Customer Support Management, Project Management Software, Task Management as well as Getting Things Done.

But these are merely names imagined up by marketing people. Really Operations Management is really a function, not really a software solution.

* choosing strategy (what things is deserving of done),

* designing processes (the way they is deserving of done),

* lounging out plans (once they is deserving of done),

* scheduling (who they must be made by)

* reviewing (ensuring they ended up getting done)

Operations management is a mix of process and knowledge in context – information. “Big” companies circumvent this issue with departments, systems and couple of people hanging it altogether.

The tiniest companies use the concept even if they haven’t taken the category. It is simply good sense, however they need systems to assist them to get it done – proper systems.