There's an old saying that reminds us "the only thing you don't know is what you don't know." Without this type of tool at the heart of your enterprise, "what you don't know" is a lot more than you probably realize.
The Algorithm Blog
As I am flying over the Grand Canyon, it looks completely different than standing on its rim. Granted, from both perspectives, it is a really big hole.
But flying over it gives a fuller sense of the enormity of this natural wonder and the events that created it.
Sometimes a different perspective helps us understand things better. Looking at comparative financial statements gives us one perspective, but looking at a common-size statement can help us learn something new.
Rarely has a budget been seen in a positive light. In personal finance, it is just a yoke that keeps you from doing the things you want like taking a vacation or buying a fishing boat.
In business, it is just an annual, time-consuming exercise that often yields little more than a hammer for your manager to use to justify declining your conference request.
Or it becomes a tool for the sales manager to stir up the sales force that hasn’t “made their numbers”. I am willing to go out on a limb and say that those budgets probably follow the traditional process of “last year + 10% on revenue and 5% on expenses” method. They are just meaningless numbers on a spreadsheet.
The great management thinker Peter Drucker has been quoted as saying “you can’t manage what you can’t measure”. True, and if you can’t manage it, you at least need to know what impact it can have on you and your business. But what about the things you can measure?
Then you change one little word and have, “you can’t manage what you don’t measure”. But, just because you can measure something, should you? Does the measurement provide value for the organization?
One of my downtime activities is doing dot-to-dot puzzles. Not the ones of puppies or sail boats from elementary school, but 1000 dot recreations of classic art masterpieces or landscapes. I love connecting the dots and seeing a new picture emerge.
Managing a product recall can be a disruptive and time consuming task. But a solution is available to lessen the burden, create an auditable action plan, and increase the level of service these companies can provide. Using a Macola10 workspace creates a single point of entry the entire recall management process.
Once the items subject to recall are identified, a search of the on hand inventory and the sales history for the affected items can be conducted from a single screen. By entering the known information, item number, lot number or serial numbers, etc.; a single recall report is displayed showing what items need action. This may be inventory on hand that needs quarantined or disposed. The customers and sales order details for the item are also listed.