In the technical and professional associations for which this article is being written, we tend to talk a lot about creating and implementing bigger and better hardware and software systems, like WMS, IMS, MRP, DRP, and ERP.

We also occasionally hear of the failure of a notable company which had all of these latest systems, but the company failed anyway.  While at the same time, we know of other companies, even in the very same industries, that appear to fare much better, even thrive, and they may be operating with the very same systems as the company that is failing.

It makes you wonder, “What are the differences?”  Are the failures caused by Economic factors, Natural disaster, Government actions, Obsolete industries, Aggressive competition, Executive miss-management, Global competition?

All of these may be in effect in one instance or another but the most common cause which is almost universal in the failures, is the misuse of their people.  They fail to attract the right people.  They fail to retain the right people; they fail to empower their people. They fail to develop their people.

So let’s look at some common people problems, or we can call them opportunities.  

PEOPLE – Great results can be obtained from average people who are well trained and well managed.  Truly phenomenal results can be obtained by organizations made up of very slightly above average individuals, who are well managed.  As a manager, always be on the lookout for that strong individual you can acquire to replace the weakest link in your organization.  With good communications, the rest of the group will respond positively when they see the leader take action removing the troublemaker or slacker.  The other members of the organization know that it will make their life easier and their work more productive with the staff upgrades they see you make.

As an individual, don’t be caught being that weakest link, troublemaker or slacker.   Solve your attitude problem or personality conflicts with your boss or co-workers.  Invest in your own future.  It is said that an individual who reads four books each year in his professional field will know more about his industry than ninety-five percent of the so-called experts.

TRAINING – Most of the consulting firms that install manufacturing control systems advocate heavy investments in training as a part of the implementation.  Yes, they are selling training, but they are also ultimately measured by how well the system functions after they leave.  It is a sad commentary, but the success rate among MRP/ERP system implementations is pretty poor.  Second in popularity only to ‘# 1. Lack of top management commitment’, as the reason for implementation failure, is ‘#2. Insufficient training’.

Also, more generic training, such as the APICS or ISM body-of-knowledge,  six sigma lean and supervisory training, all improve an organization's performance in many documented ways.  You will correlate increased employee knowledge levels with increased Key Performance Indicators, such as forecast accuracy, productivity, inventory turns, service level, sales volume, quality level and profit.

ATTITUDE – When hiring employees, select people with the right attitude.  Sure, we can change people’s attitudes,---- or can we?  People do not like to be changed.  Why take on the almost impossible task of changing anyone when, at every hiring opportunity, you can hire only people with good attitudes?  Hire good enough attitudes and you may need to almost get out of their way.  They are going to be successful, in spite of what you or I do. If you should make a hiring decision mistake, do not let it contaminate your organization.  Face up to having made a mistake and work just as hard correcting it quickly by taking advantage of a possible probation period, or satisfy termination criteria.  One of the most creative solutions I have observed, I call the Trojan Horse.  This manager found the problem employee a more responsible job with a direct competitor.