On Mondays I am much more magnanimous. While your comments about the old
union worker and how he used motion studies to estimate costing various jobs
was interesting, the initial post was related more toward performance. I too
believe you should know your staff's performance, but it has to be done
internally taking into account your own tools and procedures and a good
knowledge of your staff. There are no magic performance charts, holy grails,
universal retention schedules, etc, especially across all industries, and
you'll note the original post didn't even restrict the question to a
particular industry or group of industries. I can tell you with great
certainty that your staff knows who are the slackers and who are the good
workers. As the Manager, all I'm saying is that you should know as much as
they do, and be involved with them, and observe and interact with them on a
level that gives you meaningful information on their performance so that you
can do their performance review justice, then the pretty graphs and diagrams
or diaries of every action some managers think they need will be seen for
what they are, largely a waste of time.
I use spell check on every e-mail, and while I'm not immune to typos, I at
least try to spell correctly, speak correctly and to use the correct
terminology.
-----Original Message-----
From: Larry Medina [mailto:[log in to unmask]]
Sent: Friday, February 28, 2003 2:59 PM
To: [log in to unmask]
Subject: Re: Filing production measurements
>Let's stir this fire up, after all, it's Friday...
Well, I'd hate to see how you would have responded to this topic if it were
a MONDAY... =)
Okay, while I must agree in spirit with Mr. C's comments on the need to
embrace the diversity of one's work force and to find the best way to
motivate your employees through involvement with your staff, there is
something to be said for finding out what is to be expected as a (here's
that expression that hawked someone off a few weeks ago) "Rule of Thumb".
I once worked for someone who was a former Office Manager in a production
facility, all union employees who were paid an hourly wage and evaluated on
their ability to produce work... and let me tell you, he never forgot what
he learned in that job. He used to have a "production standards"
publication that listed the time required to perform virtually EVERY
function in an office... stapling 10 sheets of paper, 25 sheets, 50 sheets;
pulling staples; fastening paper with a paper clip, a rubber band or by
other means, and on and on. The book was badly dog-eared and about 30
years old (in the early 80's) and had a TON of marginalia based on his
personal findings and new methods and procedures that had been developed
over time.
What I found interesting was how he used this... we were contractors to a
large petroleum producer and a portion of our work was the production of
the specifications, policies, procedures and all other engineering and
reference documentation for a production facility on the North Slope. The
client had these elaborate standards we had to comply with for form,
format, quantity, and appearance of all of the engineering documentation
and deliverables. He was able to use this book of production standards to
develop estimates of cost to perform work in accordance with their
Standards that allowed us to estimate time required, and make a profit on
the work as well. Sure, there were always variables that figured in along
the way, but we were ALWAYS in the ball park.
Anyhow, here is a version of that book, and the first chapter for the
edification of those interested in keeping up with the old "Time and Motion
Studies"
http://www.brennerbooks.com/deskstand.html
http://www.brennerbooks.com/deskserchap1.html
(Hope I didn't spell anything wrong or misuse any words!!!) =8^)
Larry
@@@@@@@@@@@@@@@@@@
Larry Medina
...not all information is created equal !!
LLNL Records and Archives Group
B-411, Room 1305 2-7628
@@@@@@@@@@@@@@@@@@
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