| Quinn, I love your note !!!!!!!!!!!!!!!!!!! Sadly to say that, not
only DEC has this problem. This is USA (AMERICA) problem. It is
called selfishness. Everybody wants the 'good things' for 'yours
truly'. That is the MAIN difference between USA and Japanese
companies. The Japanese companies urge the 'lower level ranks' to
funnel ideas. Moreover, the 'best ideas' are implemented. The
best idea is discussed by the lower level group and implemented by
them. The management gets nil !!!!! They are paid by how many
ideas are performed in their workcell and how effective are they (the
managers) in leaving the 'ones who know' implement the most effective
and efficient ideas. Also in an article in the New York Times, when
ex-President Bush went to Japan with all of Americas Automobile CEO's,
the first page glance the incredible difference in salaries. The US
CEO's salaries were ranging from $6M to $12M, while their companies
were showing losses in the millions, meanwhile their Japanese
counterparts, whose companies were very lucrative earned from $ 250K to
$ 350K in the average. Now, ask yourself this question, the higher
you go here means the more $$$$$ doesn't matter how the company's P&L
looks (black or red), while in Japan salary is only associated to
performance as a TEAM, not individual, then how in heaven can a
manager here leave you demostrate that you know more than him/her ?
THERE IS NO WAY!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
So until we change our top level compensation system, we will not be
able to receive feedback from 'lower level employees. Sad story.
|
| <<< Note 2201.0 by 2CRAZY::QUINN >>>
-< <<Entrepreneurs,fish-stories,and hard questions>> >-
<< IDEAS >>
> This definition speaks of compelling ideas developed, supported and
> TRIED. The DELTA program is structured to capture ideas and get them
> before the proper medium. Sadly, however, we may be missing the mark.
> From success stories published that I have read thus far, most ideas
> are for cost improvement or containment and have been implemented or
> perpetrated by managers. Usually, little or no mention is made of the
> original IDEA CREATOR.
Your friendly DELTA representative here. Statistically just about half the
ideas we get are for cost savings. We have NEVER advertised ourselves as
a cost savings program, but rather a program to stimulate ideas, teamwork
etc by anyone, anywhere, anytime. Any story we write includes recognition of
the idea author and the implementor. Sometimes they are managers sometimes
not. We certainly aren't keeping track.
<< TOP-DOWN / BOTTOM-UP >>
> Since we line personnel have no real budgetary responsibilities we have
> no ability to persuade the upper visionaries bent on successful return
> to profitability. Much pain is borne by the person assuming "risk" and
> typically when those basic ideas take hold the credit languishes in the
> lap of the cost center manager. It seems that we have wistful verbal
> messages delivered publicly that are forthright and full of positive
> meaning but rarely are they delivered to the line. If we attempt from
> the line to "bubble-up", we get slapped down unless we are part of the
> "Good Old Boy network". Let's face it, many of us know what it takes to
> improve our day to day activities. When we recognize something that may
> be beneficial to another group or team and take the time to write it up
> it is often discounted as preposterous since it violates the unwritten
> rules of habitability or territorial domain. When we simplify our day
> to day processes and take on more it goes in the managers monthly report
> as a "look what I did". This is shameful and a great way to destroy
> creativity and motivation.
Right on! Do you know there are ideas programs in many other companies where
you are REQUIRED to submit any ideas to your management before they can go
anywhere else? We are always looking for success stories that have
applicability somewhere else. That's what VTX DELTA is all about. We have
hundreds of small successes in there done locally and being shared for adoption
into any organization.
<< FISH-STORIES >>
> So, we have a disparate structure where good intentions from the top
> are ignored or allowed to flow down in a limited and controlled
> fashion by the middle. This middle serves as a gate as well in the
> allowance of the process of bubbling-up. Like an oil slick on water,
> the good things on top (sunlight) can not come down and the fish can
> not come up to stay alive. Eventually, the eco-system is destroyed.
Right again! So how do we solve the problem - we don't allow them to become
a gate. We all support the free flow of information through channels like
notes.
<< FEAR >>
> I would hope that this will not happen to DEC but fear that it may.
> We must find a way to bring the top closer to the bottom without
> tightly squeezing the middle. We have good people at all levels but the
> political structure seems to have stymied the improvement process. We
> have great ideas that could get the company back on the right track and
> people who are committed to their success but when structural blockages
> occur the idea presenters often get discouraged and leave only to
> develop their ideas and concepts for another company or for themselves.
I don't agree, The improvement process is alive and well. Especially at
the local level. Many people are improving their work constantly but
because the work isn't being shared noone knows about it. DELTA will
become better as more people use it and have faith in it. It is a
circle, the more use, the more senior management listens, the more they listen
the more use. This is your program to make successful, it doesn't belong
to management and never has.
<< HARD QUESTIONS >>
> In support of this, can anyone tell me or provide a mechanism whereby
> our ideas can be delivered to appropriate levels? If we care strongly
> about an idea and attempt to do more with it, what is the funding
> process? I know about E96,E97 funds for established structure but if
> we are SERIOUS about entrepreneurs and becoming a "market-driven
> company" we must be willing to listen and support the whole story, not
> just a success chapter. This means "best-sellers" and
> "middle-of-the-roaders". We must be willing to support and deliver seed
> funding for the inexperienced and uninitiated helping them and us to
> grow. What (exactly) is required ? Do we currently have an internal SBA
> mechanism whereby basic funding can be collected ? Who are the Senior
> personnel that can assist in the process ? Is there a group of retirees
> or existing employees that can help in the many aspects required to
> bring an idea to fruition ?
Have you heard of the DELTA Bank? It was publicized abut 6 months ago and we
are about to publicize it again. We have been given a pool of investment
dollars to allocate to ideas that can prove an ROI. You can borrow
interest-free, implement your idea, and return the money to the bank for others
when your ROI occurs.
> WRITERS NOTE: This commentary is not intended to knock Digital as I
> feel very strongly about the success of the company. After watching and
> experiencing the roller-coaster that Digital has been on since I met
> K.O. in 1971 (my dad used to work here) then getting hired in 1987, I
> have seen a company and an industry rise mightily and fall heavily. It
> is time to open the ranks to renewed interest and excitement that only
> the willingness to accept risk and creativity can bring. I want to be
> here on the next wave of upward growth not somewhere else. We have a
> responsibility to our shareholders, customers, and employees as well as
> the countries we live in to remain in business and allow our personnel
> to be as productive as we possibly can.
I agree!
|
|
Thanks for the replies 2201.1 and .2.
To 2201.1, I was not setting the stage for hammering executive
compensation. I think the publicity drawn by the Japanese visit was to
offset the fear of stricter trade bargaining. The Japanese in effect
were trying to draw attention to an issue that was unrelated to the
visit. In a free market economy an individual should be able to market
and bargain for the compensation due to him/her based on marketable
abilities. It is or should be up to the employee/shareholders to pay
attention to contracts, compensation, and performance and where
applicable force adjustments. Example: GM, Robert Stemple.
To 2201.2:
Thanks Maxine, As far as the DELTA bank goes, what and where are some
of the success stories thus far. Can the bank be used like a Small
Business Administration Loan? Do we have personnel identified from
Senior and Retired rankings that would support the creation, and or
evolution of the planning/implementation process ? Is there a maximum
allowance? Is there a minimum allowance ? What is the substantiating
criteria ? How far will the "bank" go in funding ? Will it work to
create new markets externally or penetrate existing markets ? Is sales
and marketing tied in ? Can they be ? Does the "bank" produce
guidelines that tie it to the Phase review process ?
Sorry if there are a lot of questions but I had not previously read
anything on the bank.
Thanks,
Dave
|
| <<< Note 2201.3 by SALEM::QUINN >>>
-< replies to your replies >-
> To 2201.2:
> Thanks Maxine, As far as the DELTA bank goes, what and where are some
> of the success stories thus far. Can the bank be used like a Small
> Business Administration Loan? Do we have personnel identified from
> Senior and Retired rankings that would support the creation, and or
> evolution of the planning/implementation process ? Is there a maximum
> allowance? Is there a minimum allowance ? What is the substantiating
> criteria ? How far will the "bank" go in funding ? Will it work to
> create new markets externally or penetrate existing markets ? Is sales
> and marketing tied in ? Can they be ? Does the "bank" produce
> guidelines that tie it to the Phase review process ?
> Sorry if there are a lot of questions but I had not previously read
> anything on the bank.
My quick answer to you is check out VTX DELTA. The rules and regs are
explained in the Employee Involvement Briefings section (#15 on the
Maine Menu for DELTA), Briefing #14 (#2 on the sub menu).
As of yet, there has been a lot of interest but no use of the bank.
I will post some more detailed info here within the next couple of days.
|