Comment pouvez-vous équilibrer les objectifs de production à court et à long terme pour votre équipe ?

É preciso considerar quais recursos estão disponíveis, sem esquecer a sua própria capacidade de trabalho. Para priorizar, comece listando todas as suas metas de longo prazo. Destaque as que considera mais importantes. Anote quando deseja alcançar cada meta e estime quanto tempo isso levará.

Balancing short-term and long-term goals involves converting your vision into actionable steps. Start with a clear long-term vision and set SMART goals as significant milestones. Break these into short-term objectives with checkpoints. Do the SWOT (Strength/Weakness/Opportunity/Threat) analysis of your team. Ensure that, right person is assigned right task to fulfil the goal on time. Prioritize, create action plans, and adapt as needed. (PDCA)

Clearly explaining short-term and long-term goals and targets, without manipulating information, is crucial in establishing a direction for the production process. In my personal experience, it is important to motivate and engage employees towards the goal as if it is their own, rather than just the organization's. This approach helps employees become more immersed and generate new ideas or opportunities to achieve short-term goals, ultimately leading to the achievement of long-term goals.

Balancing short-term and long-term production goals means meeting urgent requirements while simultaneously working towards bigger goals. It's about handling the responsibilities of today task without losing sight of the goal for tomorrow.

The key is to answer the "Why" question, and before its asked. Once everyone knows why and what your short-term and long-term goals are the more likely you will gain support. I would often start with the Why and move into the long-term vision/goals, follow by the more immediate and short-term goals. It is also important to focus on the top 3 goals, short and long.

Prioritization is important step so that we put resources where we have high impact, also reap some of the quick fruits and most importantly don't waste time on some areas and cost a bomb. One of the matrices which can be used in any context to prioritize is Effort vs Criticality, a classic 2 x 2 using a rating of Low and High or a 3 x 3 using a rating of Low, Medium, and High. All the High impact and low effort should be the taken up without any thoughts. Coming to the those falling in both parameters as high, a judicious prioritization should be done. we may not be able to pick all, but we must choose these at some point in time.

Split the tasks into short term or long term. Review daily the short term tasks in the team. Make it fun with your team captain able to drive for results and extract laughs from all involved. Be results orientated and collect the thoughts and effort of those who can drive the deliverables. The longer term issues need small projects, with resources and effort prioritised to solve the problem. All of this requires good organisation, good management and a skilful and motivated workforce.

Es claro que existen 2 casos para las cosas realmente importantes dentro del que hacer diario, para poder saber por donde comenzar debemos tener claro que es urgente y que es necesario, a partir de allí podemos enfocar los esfuerzos y dirigir el rumbo de la obtención de logros, así mismo sabemos que cuando tenemos claro para donde vamos sabremos a donde llegaremos antes de estar allí, no se deja nada a la suerte, se trabaja por los resultados previstos

In my Opinion Do the necessary due diligence to understand a high-level scope and impact for what’s being asked of you and the team; weigh that against the effects that this is likely to have on achieving longer-term goals. Make sure you eye the short-term with a lens on how it might be used to accelerate your long-term goals, not just how it might slow you down.

Determinar as prioridades das atividades e os melhores recursos para realização é muito importante, esta etapa pode ser definida junto com a equipe. Ao participar das definições, a equipe se sente valorizada e acaba se comprometendo mais com os resultados.

This is a subject and task I know very well. I have lead several production recovery teams. Above all the items listed, I think forming a well-oiled team is the most critical part. A team that communicates frequently so target goals align. Nice words to ask " What can I do for you to be successful today?" Managers should not boss people around but provide support so they can be successful. They win and we win.

Often times meeting targets won't be a straight line, it will be fluctuating. We need to have broad milestones in place which will ensure we are in track and thereby we will achieve our monthly, quarterly, and annual levels, without too much heat on team. At the same time, we can’t have alarm going for every minor deviation. One of the interesting tool we had in place was simple daily tracker - target vs actuals, we used mark with green if target is met, otherwise in red. We had a rule in place if we are continuously in red for 3 days, we will do an RCA. This will ensure teams have buffer to operate, but at the same time have the focus enough to not let the KPI deviate. Timeline can be suitable to the KPI.

De nada vale preocuparte por formar equipos de alto rendimiento comprometidos con la productividad, el talento humano y los objetivos empresariales si ese equipo no tiene en su ADN las palabras claves que llevan a las grandes corporaciones al éxito "La satisfacción TOTAL del cliente", es muy importante que está satisfacción sea plena y total, no parcial, claramente lo explica Cristian Murillo en su libro, un cliente no puede quedar medio satisfecho por qué es dejar la puerta abierta para que la competencia se lo lleve, entonces toda la autoevaluación del proceso y los KPI deben ir enfocados en la satisfacción total del cliente, no parcial, total, he ahí la clave del éxito

For a team member(s) who may not have been shown how to self evaluate and track, it’s best to have a program / process in place to help them facilitate and learn. Even a seemingly minor task can be a great introduction to this type of training activity. At the end of the day, as with anything that’s worthwhile, each employee has to be willing to be a participant for any of this to function well, producing the desired and needed outcome.

O acompanhamento dos indicadores estabelecidos é muito importante, bem como, a divulgação destes para todos os envolvidos (equipe e stakeholders). O reconhecimento das conquistas a cada etapa também é muito importante e precisa ser comemorado com todos.

Continuous monitoring should guide us with following course of action - course correction in targets both ways, it should be sufficiently challenging and not too easy, major challenges and additional augmentation of resource, technology, process improvisation. Some of the examples from my past - we used to stretch KPI if we are in green for 3 months continuously. On the other hand, if we are 3 months continuously in red, we do a full-blown DMAIC project on the KPI instead of simple RCA. This will be with a cross-functional team. In all these steps, team is fully aware and cognizant of what steps to be adopted and why it is adopted.

This area of Continuous Improvement must be a Team Effort. All employees regardless of position have an important stake in the success of the company. One never knows where the next great idea on improving any of the products flow, from Engineering, Supply Chain to Shipping will come from. Don’t negate anyone’s experience as their perspective can be the area where that next great idea comes from.

O acompanhamento constante dos indicadores, com a participação das equipes e stakeholders, possibilita a identificação de possíveis ameaças ou ajustes nos recursos, até mesmo nos objetivos finais. Identificar "oportunidades" e implantar melhorias em conjunto com a equipe, fortalece a confiança e comprometimento de todos, tornando o processo de melhoria continua um ciclo virtuoso.

1. The Cycle of PLAN - DO - CHECK - ACT always works as a basic tool across all industries and organizations. 2. Improve - Standardize - Improve. Keep inching up the ladder continually.

Mantenha sempre os objetivos alinhados com toda a equipe, e não hesite em oferecer apoio (orientação, recurso, etc) para todos os membros da equipe. Ao sentir-se cuidada, toda equipe seguirá unida para garantir o atingimento dos objetivos e participante na definição de soluções para as ameaças encontradas no caminho.

KPIs can be selected from two lens, 1. Using a PQDCSM framework to ensure all areas are factored in 2) customer/stakeholder needs based. During year beginning all the various team can huddle in a room, make a list of paramount KPIs in each of the PQDCSM they are going to focus during the year. This list can be circulated to other teams to put their vote in case there are many in each of the category. Other team can also add any KPI missed which is affecting their performance. This needs to be finally collated and narrowed down max 2 or 3 KPIs in each of the area. Once finalized it is important to communicate or share within team and with other teams to be on same page.

Conocer la capacidad de tu equipo es una parte importante. El valor humano siempre agrega un plus a cualquier producción. En mi experiencia, las claves para alcanzar los objetivos son: conoce tu proceso e involúcrate en él, ya que es muy importante que conozcas desde la ejecución, en cuanto a la ergonomía y tiempos, y sus principales áreas de oportunidad, como los softwares que se están utilizando etc. Datos sólidos: cuando conoces tus tiempos y contratiempos, controlas los volúmenes de producción. Y, al final pero no menos importante, un equipo motivado y capacitado que siempre te respalde.

Balancing short and long-term objectives is crucial for effective goal setting. Here are some strategies to achieve this balance: 1. Identify the most pressing short-term objectives that must be achieved to move closer to the long-term goals. 2. Divide long-term goals into smaller, actionable steps or short-term objectives that contribute to their achievement. 3. Allocate resources, time, and effort to ensure progress on both short and long-term objectives. 4. Regularly review and adjust objectives to ensure that short-term actions align with long-term goals. 5. Maintain flexibility to adapt short-term objectives as new information or circumstances arise. 6. Celebrate Milestones

-Setting Clear Objectives: Clearly define short-term goals that align with long-term objectives to ensure everyone understands the bigger picture. -Prioritizing Tasks: Identify which tasks contribute to both short-term wins and long-term success. Prioritize these tasks accordingly. -Regular Check-ins: Schedule regular check-ins to assess progress on both short-term and long-term goals, allowing for adjustments as needed. -Encouraging Flexibility: Foster a culture where team members feel comfortable adapting short-term plans to accommodate changing long-term objectives. -Rewarding milestone. -Continuous Communication. -Investing in Development

Balancing short-term and long-term production goals requires a strategic approach that emphasizes flexibility, continuous improvement, and investment in technology. In the short term, we focus on optimizing current operations for efficiency and quality to meet immediate demands. For long-term success, we prioritize innovation, skills development, and scalable processes to ensure our team and technology can adapt to future challenges and market changes.

Balancing short- and long-term production objectives for your team involves setting realistic and achievable short-term goals that contribute to the achievement of long-term objectives. This can be achieved through careful planning, efficient resource allocation and clear communication of expectations. In addition, it is important to regularly monitor progress and adjust strategies as needed to maintain balance between the two time periods.