In almost every project, in every industry, I found that the management team or the project team felt that change was necessary. However, talk is cheap when the rubber meets the road. Getting people to embrace change is very challenging.
In an attempt to help realize why change is sometimes necessary for a business to survive and thrive, here is my view on change, presented for your consideration:
C: Chaos – Loss of control, no clear definition of what is about to happen. How will things change? For what reason(s) do they need to change? Yes, for a period of time, you may feel like the ground beneath you isn’t solid.
H: Hostility- Will you have more work? Will you lose your job? You will be stressed, which may lead to anger?
A: Alone – Why is this happening to you? Why do you feel like you are the only one who isn’t embracing the change?
N: Nightmare - Most people are afraid of the unknown, and dread uncertainty. They go to great lengths to stay where they are to avoid going down a new path. A new path is scary.
G: Grief
Standard costing is really a ‘best guess’ at labor costing -- these numbers are often inaccurate, incomplete or out of date.
Accurate job costing requires the capture of all tasks associated with a specific product or job, including direct and indirect labor in setup, production, and customer service.
Inaccuracies in the collection of time allocated to machinery and the use of materials can result in the inability to properly pass those charges through to the customer, reducing company profitability.
Basically, you can’t manage what you can’t measure -- and you can’t measure what you can’t track. So the inability to track time-to task ultimately inhibits maximum utilization of the workforce. Unproductive activities remain hidden from sight -- managers don’t have the information needed to understand where wasted time exists, and therefore cannot create an action plan to remove it.
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