Management Reviews

Management Reviews provide clear and fact-based assessments of the existing system, whilst reviewing it with the intent to assist the organisation in developing their effective infor eam maintenance planning processes and systems of thinking.

Different management review situations require different approaches:-

This is because not all management systems are "the same". ISO Management Systems (and Management Evaluation Surveys) are general in nature and encompass multiple management areas, therefore it is likely that in any organisation there are two or three different management systems operating. Most infor eam maintenance companies however will have one main management system and that is - particularly in SMEs - that of the Human Resources or Finance department.

That is not to say they cannot have other yet separate systems to "manage". They likely have one main management system and the question becomes what is the most appropriate approach in each situation?

Typically, at management reviews, the assessment team comprises a competent individual, who has measurable technical skills and the ability to translate this technical expertise into a statistically significant measurable outcome, that will of course take into consideration the organisation's management system. While they are experienced, they tend to be male and almost invariably from infor eam maintenance management who have worked in the organisation for some time. As in each case, they tend to have a wide ranging set of management skills, experience and opinions. Often they are people with years of experience, with a recognised track record in management training with a documented set of performance and benefit outcomes.

You will have seen many top class management "score's" emanating from the boardroom. These people, call upon their own personal management experience and are of such a calibre that they have managed to develop a way of doing their work (system) which is better than the infor eam maintenance manager does. They are doing it because it works and they believe they can coach others to do it.

Of a similar ilk are the less than qualified people that the boardroom have to say. They have a passionate passion for what they are doing and will "go the extra mile" to ensure their ideas are applied and work is benefited.

So what does a company gain from having such a well trained, highly experienced, pinnacle of excellence individual entitled to coach their people through their infor eam maintenance strategies, plans and projects?

Well, the answer is myriad. Firstly the infor eam maintenance organisation now has a skilled manager of organisations that are capable of making certain decisions without seeking guidance or information from others. He is focused solely on the project at hand and feels empowered, producing results whilst he is in control. He is goal oriented, working towards a measurable outcome. He is focused on people from the outset and has been proven through his management training Donates to have an energetic elbow and dash, at the touch of a button.

Secondly, the organisation is aware from both their approach and that of the management team, of both the organisation's strengths and weaknesses and those issues can be dealt with before the problem becomes a crisis. It is a fact, the more a company does as a whole focusing on the infor eam maintenance management team, the greater the bottom line per person.

Secondly, all the competition does not seem to remember that this strategy works. Especially the foreign competitors. Well, now that is so. The business practices are known and the best people in the business can be relied upon to implement the particular method that has proven to work very well.

Thirdly, the management of the company has a better look and feel about their organisation and the infor eam maintenance business decision making process. Therefore the trust level improves for all employees.

Fourthly, the 'best people on staff' automatically get promoted to managers and the: overall quote will be a higher number than it would be for a non-trained manager. Why? The people that are promoted, want to be promoted and are excited by the challenge. The reward is financial rewards, often position and a bonus scheme and you have an elaborate succession plan to ensure each new individual has a package developed in a recognised pattern and at a consistent pace.

Fifthly, the organisation is looking for the right people. They have a selection process and look for commitment and loyalty from their new managers. They know what they want, and will not go for the "we have the right person for the job but do you have integrity?" option and are the ones to verify the selection. The dynamics are different and also different when all new managers are then trained in the latest version of the theory and all new management teams go through infor eam maintenance structured training.

Because of the strength of such a strategy, the organisation both financially and psychologically stands a greater chance of success than doing things as is so often done.