Adizes SEE Functional Consulting
In addition to organizational consulting, which you can read more about on the Adizes Change Management page, ASEE is able, thanks to the rich experience and expertise of its staff, to offer functional consulting services in the areas of human resources and increasing productivity.
Functional consulting covers a wide spectrum of issues, from resolving concrete problems facing an organization to implementing a modern functioning system in one of the above-mentioned areas. To put it another way, our consultants can offer one-time assistance to an organization in addressing a specific task or they can come as frequently and stay as long as necessary until each individual sector of your company reaches its full potential and meets your expectations.
Practical Examples
Our HR consulting services help clients by offering them information about the profiles and potential of their employees. We perform an internal evaluation of employees using a battery of various instruments and tools, which we have independently developed. This internal evaluation of employees assesses whether or not an employee is a good fit for the job they are currently doing.
U momentu kada smo počeli saradnju, kompanija je dobro poslovala, ali je imala problem sa ispunjavanjem rokova, niskim stepenom iskorišćenja mašina i velikim brojem prekovremenih sati na pozicijama u proizvodnoj montaži.
Nema se vremena
Klijent čiji je slučaj predstavljen je veoma uspešna kompanija sa oko 80 zaposlenih, delatnost je uvoz i distribucija, odnosno prodaja opreme kroz različite kanale: tenderi, trgovinski lanci, dileri, maloprodaja…
U momentu kada smo počeli saradnju radeći na njihovom planu prodaje imali su fantastične poslovne rezultate, a u prethodnih nekoliko godina prodaja kompanije rasla je oko 40% godišnje. U ovakvim uslovima vlasnici kompanija se vrlo retko opredeljuju da traže pomoć konsultanata jer njihovi rezultati govore o tome da oni itekako znaju svoj posao. Ipak, gospodin XY nije bio do kraja zadovoljan aktivnostima u kompaniji, tako da je tim ASEE konsultanata dobio projekat.
Tokom nekoliko meseci imali smo mogućnost da zavirimo u svaki kutak kompanije. Bilo je dosta interesantnih rešenja za videti i naravno dosta stvari za popraviti. Ipak, izdvojio se jedan problem sa kojim smo se sreli upravo zbog relativno jednostavnog rešenja do koga smo došli.
Analizirajući rad prodavaca i pokušavajući da njihovo delo učinim transparentnijim shvatio sam da oni zapravo uopšte ne izlaze na teren, odnosno da ne odlaze do svojih kupaca. Prodaja je u tom momentu, kao što je rečeno, išla sjajno pa bi se, površno posmatrajući, moglo zaključiti kako bi najpametnije bilo ne dirati ništa.
Analizirajući dalje došlo se do podataka da ipak nije sve tako ružičasto:
- Ponekad informacije o tome da kupac nabavlja na drugoj strani stižu tek nakon šest meseci.
- Naplata u nekim slučajevima takođe mnogo kasni
- Dugovanja firmi koje su zatvorene i više ne postoje malo po malo rastu
- Poznavanje konkurencije i njihove konkretne ponude je na veoma niskom nivou
- Veliki deo kupaca nema tačno dodeljene prodavce tako da o nekoj gradnji odnosa nema ni govora
- …
Nije nam dugo trebalo da se složimo kako bi ipak bilo pametnije povremeno obići kupce nego čekati hoće li se oni javiti ili ne. Dakle, to je bilo razjašnjeno ali se pojavio problem – „Nema se vremena“, “Ko će to da uradi?”, “Pa ljudi jedva stižu da odrade sve što treba i bez izlazaka na teren”…. Vlasnik je među prvima zaključio da je potrebno još ljudi i poveo diskusiju u pravcu – Koliko njih još? Koliko je to para? Hoće li ovo generisati dovoljno dodatnog prihoda? itd…
Ja sam se opet zakačio za onu tezu “nema se vremena” i usmerio tok diskusije u drugom pravcu. Tog momenta prodajni tim brojao je 7 momaka koji su, prema njihovim rečima, bili zatrpani poslom. Vlasnik koji rad prodajne kancelarije nadgleda sistemom video nadzora takođe je bio ubeđen da ljudi nemaju vremena, odnosno da stalno rade, ili na računaru, ili telefonom ili sa klijentima u showroom-u.
Dakle “nema se vremena“ – krenuli smo da vidimo šta to ti ljudi rade po čitav dan, koje su to tačno aktivnosti i koje od njih uzimaju najviše vremena. Prva stvar koju sam saznao je da svaki prodavac u toku dana prosečno 3-3,5 sata radi na izradi faktura. Učinilo mi se previše pa sam pitao koja je to količina faktura dnevno. Ubrzo smo na osnovu ukupnog broja faktura u prethodnoj godini zaključili da svaki prodavac dnevno u proseku napravi dvadesetak faktura. Sledeće do čega smo došli je da bi prodavci u miru i bez remećenja mogli ovaj broj faktura da urade za jedan sat ili čak nešto manje.
Pri izradi faktura prodavci su gubili previše vremena zbog učestalog prekidanja. Naime, postojalo je pravilo da telefoni u kancelariji ne smeju zvoniti više od tri puta te je svaki prodavac morao da se javi što pre. Zaključili smo i da je druga po redu dominantna aktivnost prodavaca telefoniranje, te da na telefoniranje troše u proseku dva sata dnevno. Uskoro sam shvatio da su prodavci tokom dana uglavnom klijentima koji se jave telefonom davali servisne informacije o cenama, stanju lagera, vremenu isporuke itd, dakle ništa naročito zahtevno. Nakon ovih zaključaka došlo je vreme da se pozabavimo matematikom.
Trenutno stanje:
7 prodavaca x 5 radnih dana x 3 sata fakturisanja = 700 faktura
7 prodavaca x 5 radnih dana x 2 sata telefoniranja = 70 sati davanja servisnih informacija
Pretpostavljajući da je bez remećenja i prekidanja moguće uraditi 20 faktura za sat i da je vreme odgovora na pitanja o servisnim informacijama za pripremljenu osobu duplo kraće nego kada ste sa podeljenom pažnjom, odlučili smo se za promene:
6 prodavaca x 4 radna dana x 1,5 sati fakturisanja = 720 faktura
1 prodavac x 5 radnih dana x 7 sati telefoniranja = 35 sati davanja servisnih informacija
Na osnovu ovakvih kalkulacija ušlo se u promene, podeljeni su tereni, dodeljeni neraspoređeni kupci, prodavci su krenuli na teren prvo jedan dan nedeljno a zatim i češće, profesionalizovao se calll centar, unapređen je rad showroom-a, informacije sa terena arhivirane su u CRM, broj faktura počeo je da raste, a prodavci su počeli da grade kvalitetnije odnose sa svojim kupcima…
INTERNAL EVALUATION OF EMPLOYEES – THE RIGHT PERSON IN THE RIGHT PLACE
Our HR consulting services help clients by offering them information about the profiles and potential of their employees. We perform an internal evaluation of employees using a battery of various instruments and tools, which we have independently developed. This internal evaluation of employees assesses whether or not an employee is a good fit for the job they are currently doing. In cases where the job is not a good fit, we recommend a position where they could achieve better results. We have frequently used this type of HR consulting for personnel verification of an organization’s structure. The results of the evaluation can also be used as a basis for creating personal development paths and plans and subsequent activation of employees’ potential.
The following is an example of a report on an internal evaluation of employees that we performed for a client that we will refer to as My Company:
Ms. Martha – Chief Financial Officer (CFO)
Ms. Martha has had a long career and has been working for My Company for many years. She is a brilliant CFO, and is a good fit for her position. When we compare her profile with the position of CFO she is an impressive 94% match. In the instrument for determining individual value systems (Spiral Dynamics or the SD instrument) she demonstrated a heightened aversion to the orange zone, which is related to the desire to achieve, that is, to career development – mostly because she is getting close to retirement. Even though Martha does her work as well as possible, My Company should begin to phase in or begin an external search for a successor to her position.
Mr. Kapetanović – Director of Logistics
Mr. Kapetanović had the most complex situation that we encountered during the internal employee evaluation process at My Company. This is because while the Director of Logistics position is complex and demanding in this company as in many others, Mr. Kapetanović, overwhelmed by the demands of the job, has simply ground to a halt. His personal profile matched only 75% with the position, which is not a particularly good result. He only recently joined My Company and one of his main problems is that his transfer to My Company meant a significant change in corporate culture for him. After working for many years in the banking sector, he transferred to My Company, which works mainly in the ICT sector. Our instruments showed that his personal values are not in harmony with the culture and values system of the organization he currently works for. Next steps for My Company to consider are:
- Review the expectations of the position of Director of Logistics, to determine whether the position itself is overloaded with tasks and responsibilities in the workplace. If the answer is yes, then the burdens of the position should be lightened.
- If the tasks and responsibilities that come with the position are determined to be reasonable, it is unlikely that Mr. Kapetanović has the potential to succeed in getting moving again, because the PAEI instrument indicates that his profile has weak potential for growth, and the instrument for the determination of individual value systems shows that he is in the wrong work environment. His personal value system is not in line with the values of the organization. We can conclude that the wrong person was chosen by My Company for the job.
Mr. Mirko – Director of My Company
Mr. Mirko currently serves as the Director of My Company. He became Director on the basis of the results he achieved in sales and it can be said that he has an excellent sales profile, where he knows how to produce results (P) (which is the basic prerequisite of a good salesperson), and is good at “integrating” (I) with people and clients. When we examine the compatibility of his personal profile with the position of director the result is good – 85%. It is important to Mirko’s continued development that he first understands, and then develops (E) components, where he is most lacking in terms of the demands of his position. In order to successfully perform the duties of director he must also understand that now his role has changed– he is no longer a salesperson of whom short-term results (P) are expected, but rather a leader who must lead and integrate a team (I) and look to the future in order to achieve future results (E). His personal value system (SD) absolutely corresponds to company values, therefore it can be concluded that My Company is the place where he can make the greatest contribution.
Mr. Jović – Sales Manager
Mr. Jović probably has the strongest potential of all the employees at the management level of My Company. The company has taken note of his clear orientation towards achieving results (P). Together with his systematic approach to completing tasks (A), he has the two operative components needed to successfully fulfil the role of production manager. His transfer to sales made him one of the key people in sales. The compatibility of his personal profile with the position of sales manager is a healthy 82%. In order for him to develop personally and continue to work successfully in My Company he needs to develop his (I) component in order to more efficiently integrate with coworkers and clients. In the SD questionnaire we see that he has high ambition (orange zone). He is currently in an important position in the organization, but on a lower hierarchical level in comparison to where he was before, which could lead to his ego being wounded. It is important to talk to him and make clear the company’s high expectations from him.
We only performed employee evaluations in this case for the Top Management of My Company, which proved truly helpful in planning, promoting, and developing the right people for the right jobs within the company. In confirmation of the value of our services, My Company hired us three years later to once again conduct an internal evaluation of an even larger group of employees. For the majority of employees, this was their first encounter with our instruments, however it was especially interesting to see the changes in the profiles of the candidates who had undergone the evaluation three years before.
It Doesn’t Get Much Better
The case we want to present is a project in a production company with a large range of products made in small quantities’.
When we began our partnership, the company was performing well but had a problem with meeting deadlines, underutilization of machines and a large number of overtime hours in the product assembly department.
We began the project with an Activities Analysis, which gave us insight into the types and proportional distribution of wastage during operating time. This helped us reach a consensus regarding priorities and potential areas for improvement.
The following areas for improvement clearly stood out:
- A lack of adequate communication between departments, which led to waits and delays in the process, and caused a build-up of unfinished products in certain phases of the production process.
- A long transition period from one job sheet to another in the production engineering department (mechanical sector), as a result of not grouping preparatory activities (for example preparation of the next job sheet) and a lack of information on technical documentation
- Lack of a mechanism for planning operations in production assembly, which was the reason for incorrect estimates of processing time, as well as longer production time due to the lack of a balance of work between operators.
Therefore we proposed the introduction of Kanban as a communication tool, implementation of the SMED concept in production preparation, and the use of MDC mapping in product assembly.
After a few months of use and adjustment, Kanban proved its usefulness in making timely decisions, setting priorities, and quickly identifying and solving problems in the process. Also, as a result of more transparent tracking of job sheets throughout the process, we drastically decreased the tension between departments, where the atmosphere until then could be summarized as, “Who is guilty?” Once we implemented Kanban tools, meetings which at first lasted up to 45 minutes were brought down to five minute discussions in front of the Kanban chart over the course of a few months. Representatives of all divisions participate in the meetings and everyone agrees that collegial relationships and communication between departments have improved.
Application of the SMED concept involves listing all necessary preparatory activities and grouping them in such a way that preparations for the next task take place, for the most part, while the machine is working. The end result was an increase in the utilization of machines by 40% to 60%. During implementation of the SMED concept there was a certain degree of mistrust among operators, due to a belief that all the changes were taking place with the goal solely of increasing their workload. However, what changed was only the way they worked, and there was a decrease in activities that did not create value, which, as a result, decreased the burden on the operators and increased their job satisfaction.
The MDC mapping mechanism is designed to provide quick analysis of new products with the goal of verifying their quality, determining the right number of workers, and grouping activities and division of labor. As a result of the implementation of this mechanism, and thanks to the short period of analysis, it was put to use for precise planning of over 60% of work orders, which, on average, resulted in a sufficient increase in productivity to eliminate overtime work. A magnetic board was created for the purpose of visual analysis of new products, and its introduction was not a problem, because the participants were happy to use it. The time required for analysis of a new product, with participation of representatives of the purchasing department, construction department, product preparation and manufacturing assembly departments, went down over time from three hours to one hour, which was enough to encourage the management to put 60% of accounts through this type of analysis.
Ne može tu mnogo bolje
Ne može tu mnogo bolje
Slučaj koji želimo da predstavimo jeste projekat u proizvodnoj kompaniji sa velikom paletom proizvoda i malim serijama.
U momentu kada smo počeli saradnju, kompanija je dobro poslovala, ali je imala problem sa ispunjavanjem rokova, niskim stepenom iskorišćenja mašina i velikim brojem prekovremenih sati na pozicijama u proizvodnoj montaži.
Projekat smo započeli sa sprovođenjem Analize aktivnosti, koja nam je pružila uvid u vrste i procentualno učešće rasipanja u ukupnom vremenu rada. Na taj način je postignut konsenzus u vezi sa prioritetima i potencijalnim tačkama unapređenja.
Ono što se jasno izdvojilo su sledeća mesta poboljšanja:
- Nepostojanje adekvatne komunikacije između odeljenja, što u najvećoj meri uzrokuje čekanja i kašnjenja u procesu, a samim tim i nagomilavanje poluproizvoda u pojedinim fazama
- Dugo vreme prelaska s jednog radnog naloga na drugi u odeljenju pripreme proizvodnje (mašinski sektor), kao posledica negrupisanih pripremnih aktivnosti (kao što je, primera radi, priprema sledećeg naloga) i nedostatka informacija na tehničkoj dokumentaciji
- Nepostojanje mehanizma za planiranje rada u proizvodnoj montaži, što je bio uzrok pogrešnih procena potrebnog vremena izrade, kao i duže vreme izrade usled neadekvatnog balansiranja posla između operatera
Stoga smo predložili uvođenje Kanbana, kao komunikacionog alata, primenu SMED koncepta u pripremi proizvodnje i primenu MDC mapiranja u proizvodnoj montaži.
Kanban je nakon nekoliko meseci upotrebe i prilagođavanja počeo da se koristi u svrhu donošenja pravovremenih odluka, određivanja prioriteta, kao i brzog uočavanja i rešavanja problema u procesu. Takođe, kao rezultat transparentnijeg praćenja radnih naloga kroz proces, drastično je smanjena tenzija između odeljenja, koja je podržavala atmosferu čiji bi se glavni moto mogao definisati kao: “Ko je kriv?” Tokom same primene Kanban alata, sastanci koji su bili deo istog, prvobitno su trajali i po 45 minuta, ali su se tokom nekoliko meseci sveli na petominutne dogovore ispred Kanban table. Na sastancima učestvuju predstavnici svih odeljenja i zajedničko je mišljenje da su se poboljšali kolegijalni odnosi i komunikacija između odeljenja.
Primenom SMED koncepta evidentirane su sve potrebne pripremne aktivnosti i grupisane na takav način da se priprema za sledeći radni nalog u najvećoj meri obavlja tokom rada mašine. Krajnji rezultat je bio povećanje iskorišćenja mašina sa cca 40% na 60%. Tokom uvođenja SMED koncepta, postojala je određena doza nepoverenja kod operatera, usled postojanja stava da se sve promene sprovode u cilju pukog povećanja intenziteta njihovog rada. Međutim, promenjen je samo način rada i smanjeno je učešče aktivnosti koje ne stvaraju vrednosti, što je kao rezultat dalo manje opterećenje operatera i povećanje njihovog zadovoljstva poslom.
Primenom MDC mapiranja konstruisan je mehanizam za brzu analizu novih proizvoda u svrhu provere ispravnosti, određivanja potrebnog broja izvršilaca, kao i grupisanja aktivnosti i podelu posla. Kao rezultat primene ovog mehanizma, a zbog kratkog vremena analize, isti je počeo da se primenjuje na precizno planiranje preko 60% radnih naloga, što je u proseku rezultovalo sa povećanjem produktivnosti u meri dovoljnoj da se eliminiše prekovremeni rad. S obzirom da je u ovu svrhu napravljena magnetna tabla radi vizuelnije analize novog proizvoda, uvođenje nije predstavljalo problem, jer su je učesnici rado koristili. Vreme potrebno za analizu novog proizvoda, uz učešće predstavnika iz odeljenja nabavke, konstrukcije, pripreme proizvodnje i proizvodne montaže, vremenom se svelo sa tri sata na jedan sat, što je podstaklo rukovodioce da preko 60% radnih naloga prođe kroz taj vid analize.
Sa “što više” na “što pametnije”
Klijent iz intenzivno rastuće delatnosti prepoznao je, u momentu svoje izražene tehnološke prednosti, potrebu da i svoje zaposlene dovede na nivo visoke spremnosti i motivacije za fokusiranost na potrebe klijenata i njihovo pouzdano zadovoljavanje. Zaključili su da je vreme izuzetnog rasta iskorišćeno na pravi način i da je sada vreme za izgradnju i očuvanje lojalnosti klijenata i to na profitabilan način. Ključ su prepoznali u svojim ljudima kod kojih je trebalo pomeriti fokus sa „što više“ na „što pametnije“.
Projekat smo podelili u tri etape: Uvođenje sistema kompetencija, upravljanje učinkom, motivacija – sistem nagrađivanja. Naravno – sve etape su realizovane uz punu participaciju menadžmenta, HR službe i zaposlenih sa više hijerarhijskih nivoa kako bismo obezbedili i kvalitet odluka i njihovo prihvatanje u kolektivu.
Uvođenje sistema kompetencija
Analiza trenutnog sistema vrednosti u kompaniji pokazala je da neke vrednosti treba zadržati, neke eliminisati, dok neke treba razvijati u kolektivu. U nameri da unapredimo ponašanja zaposlenih prilikom ispunjavanja radnih obaveza, u međusobnom kontaktu i posebno u kontaktu sa klijentima i da ono bude u skladu sa željnim vrednosnim sistemom, utvrdili smo set opštih kompetencija kao i njihov nivo za sva radna mesta.
Procenom zahteva radnih mesta u smislu ispunjavanja menadžerskih uloga PAEI definisani su profili pojedinih radnih mesta, njihovo grupisanje u klastere mesta sličnih zahteva. Za svaki od tih klastera su definisane pojedinačne (specifične) kompetencije i takođe njihov zahtevani nivo.
Zadatak menadžmenta je da u fazi implementacije, kroz individualne razgovore izvrše procenu nivoa ispunjavanja zadatih opštih i specifičnih kompetencija te da u slučaju deficita postave lične razvojne ciljeve i uz nadzor obezbede unapređenje na željeni nivo.
Upravljanje učinkom
U startu smo postigli saglasnost oko potrebe balansiranosti kratkoročnih i dugoročnih ciljeva kompanije. Svesni neophodnosti očuvanja pouzdanosti sistema i kvaliteta usluge, naravno da smo monitoring nad tim segmentom morali podići i zadržavati na vrhunskom nivou. U tom cilju smo razvili set indikatora (pokazatelja) za svaki operativni segment, kao i jasne željene nivoe tih indikatora. Za neke od njih smo shvatili da njihovo trenutno stanje nije na adekvatnom nivou te smo podizanje standardnog nivoa za narednu godinu postavili kao razvojni cilj nekolicini od rukovodilaca.
Strateški ciljevi, proizašli iz misije kompanije, poslužili su kao osnova za definisanje razvojnih ciljeva za menadžment na svim hijerarhijskim nivoima organizacione strukture, kaskadno (realizacija ciljeva na višem nivou podrazumeva realizaciju više podciljeva na nižem nivou). Definisanje prioriteta i integracija sa ličnim razvojnim ciljevima (vezano za kompetencije) uvažavaju realnost raspoloživosti resursa i pritiska operativnih obaveza.
Motivacija i sistem nagrađivanja
„Čudni su putevi gospodnji“ – „Razni ljudi razne ćudi“
Preispitivanje međusobnih odnosa zarada kroz upotrebu alata za procenu zahteva (vrednosti) radnih mesta trebalo je da otkloni bazni demotivator – jednako vrednovanje nejednakih doprinosa i obrnuto. Veliki broj faktora koji se uzima u obzir i stabilnost kriterijuma za procenu obezbeđuju visok nivo objektivnosti procene i definisanog broja bodova.
Sledeći korak u nizu jeste definisanje intenziteta uticaja rezultata radnih mesta na profitabilnost kompanije, što smo uzeli za osnovu pri definisanju odnosa varijabilnog i fiksnog dela zarade.
Uvezivanje varijabile sa rezultatima poslovanja kao što su KPI i ciljevi definisani u drugoj etapi projekta kao i definisanje perioda njihove valorizacije predstavljaju osnove za definisanje matematičkog modela za izračunavanje mesečnih zarada i periodičnih bonusa i jednokratnih nagrada. Par meseci paralelnog izračunavanja „po starom“ i „po novom“ omogućuje fino podešavanje i daje vremena svim saradnicima da „uhvate“ suštinu i zarade svoje korektne zarade.
