All entries for Sunday 25 April 2010
April 25, 2010
I feel like this presentation has the most significant impact on me among all the ones I have done recently, for I learnt and experienced how to conduct a quite professional presentation that can be used in the future career. In the professional presentation, I think, the most important elements are plan and data, which include the specific method to collect the data as well as the reliability of these data. Besides, the bargain part in this presentation is quite interesting which I enjoyed a lot.
Acting as a broader, it is vital to precisely define what this presentation show present. Another paralleled importance is to understand what the customers really want to get from it. When Paul asked the questions, I was astonished by the well-rounded questions and the very specific ones .Because when we saw the data (some percentage) on the journal at first, we were just considering whether it can be used on the case of Waverider or not. After the comparison, we deemed that they are quite suitable. However, we miss the point that how much we spent on the case to reach the result of JIT. But from the point of the customers, it is the essential part that how much they may cost to gain that return. We have learnt that the business can only be successful when the merchants stand on the customers' view points, yet I found that I only did so when I was a real customer, for many times. All this appreciation seems a little bit late for this presentation, but I am convinced that this will bring me a lot of broaden thinking ways in the future and coming career.
I think the difficulty is how to motivate everyone. If employees realized share knowledge may gain more benefit for now and future, the culture of share knowledge may have been created already. But how long may spend on creating a culture for an organization? ''Toyota set up factory in USA, which has the same management strategy and same managers from Japan, but the performance only achieve about 70%(yet even 70% was not worse than other competitors), 'but to gain same performance as Japanese TOYOTA factory may take about 10 years'Said by Toyota's manager -from<< the machine changed the world>> Wolmack, J'' it is not easy to create or change culture from my point. For SMEs it will be more difficult, since this kind of organizations concentrate on more finance performance than other long-term profit, even though sharing knowledge may assist to increase performance, which has been proved as a right viewpoint. Setting up information system (use hardware and software) for stuffs to find useful information may be more helpful than a working handbook, but is that what share knowledge really means?
In my mind, sharing knowledge creates a vision about people have willing to help each other when they are trapped in problem during the daily work. Because when people meet the problems that may be the best time to push or lead them to learn. However, training and meeting helps to gain knowledge and working information is also useful. But the most effective approach to share knowledge may be people. Hence, creating a culture based on people may long term strategy while Peter Senge¡'s definition of learning organization is a vision or philosophy, which I don't think it may bring benefit in a short period of time.