Being Proactive
Giving personnel access to decision making tools, contextual data and strategic planning resources also builds the company culture that supports being proactive-rather than reactive. Personnel learn to make decisions independently, thoroughly researching cause-and-effect data and making fact-based decisions. Employees learn that slow response is no longer acceptable. Teams understand that there is no longer an excuse for guessing at historical data, demand trends of taking blain guesses at what customer are wanting. Accuracy, demand planning and forecasting improve, company-wide.
Access to data through the use of technology allows personnel to take an active part in ongoing process improvement. Recent surveys indicate that engaged employees are the most productive and make the greatest contribution.
Sharing information with employees also encourages participation and ownership of role-related data. Access to performance management data gives employees the responsibility of applying the information in order to improve outcomes. The employee becomes motivated to influence key issues and sees the results of such actions. Performance data gives critical ongoing feedback to the employee, reinforcing positive actions.
An engaged employee will be alert to ways to improve efficiency, quality performance or customer satisfaction anywhere in the manufacturing process. Access to performance data helps the employee recognize opportunities, research cause-and effect theories and uncover opportunities where changes can be made to streamline activities, speed delivery time, conserve use of resources or anticipate a customer need.
Personnel must be trained to look for such opportunities, feel motivated to utilize the software capabilities to their fullest advantage and receive positive feedback for taking “above and beyond” actions. Again, access to strategic business intelligence data makes this possible—enabling management to monitor workforce productivity and track trends in performance improvements by individuals or departments.
When it is now possible to maximize productivity, optimize the use of the workforce and be keenly attuned to customer needs and customer expectations through performance management systems, decision making tools, collaborative environments and enhanced workspaces, a new attitude is fueled within companies ̶one that is not willing to settle for ho-hum performance. Technology enables a proactive mindset for the company and fosters a sense of priority on fast, agile attention to NEW ideas.
Mark Humphlett is the director of Industry Marketing responsible for Infor's manufacturing industry strategy.
