What is Six Sigma? How can this theory help my business improve on what it is doing today?

Six Sigma was initially created by the famous electronics manufacturer Motorola, although some may dispute this stating that it was actually General Electric; either way both organisations have saved billions of dollars by applying the theories to their businesses, so I guess they won't fight too much between each other, in respect of who was the first to apply it.

The basis of the Six Sigma concept was to look at all processes, see how they could be improved and drive improvement to eliminate process defects. The theory has been tried and tested in numerous organisations across the world and is recognised as a well structured approach for improving results that can be measured. The foundation of the methodology is based on the improvement of business processes by gaining an understanding of the variations that may take place in a process and how it can be controlled in such a way that that can become a predictable process, thus the ability to make an error is negated.

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As with many business processes and implementation of improvement plans it is essential that the Six Sigma concept is supported by the senior members of the organisation, otherwise time well spent in investigation of processes and how they can improve part of a business could result in a waste of time.

The people who drive the projects are called "Champions". They are basically the key personnel who have the responsibility of implementing Six Sigma across an organisation in a structured way.

Lean Six Sigma

The key to "Lean Six Sigma" is that it encourages businesses to identify ways to perform their business operations better. It looks a non value adding activities and through various statistical and business techniques, looks to eliminate these from the business processes, thus making the company more effective. If a number of potential "Lean Six Sigma" projects are identified, then work on finding the ones that can offer your business the biggest benefit and do not try and attempt to implement all of them, otherwise resources can become very thinly spread and the results may not be as fruitful as one expected.

Six Sigma - it's a tool

Have you heard of TQM? Well it stands for Total Quality Management. TQM combines numerous quality techniques of which the Six Sigma methodology is one of them. The basis of the technique is a data driven structured approach. Results from a project may not come through immediately especially if you are reviewing the profit and loss account, however, depending on what the project entails, say for instance, customer satisfaction, then the benefits may be more immediate than anticipated.

What are "Black Belts"?

In Six Sigma there are varying levels of training. The Black Belt (by the way this is a person named a "Black Belt") has an in-depth understanding of the Six Sigma concepts. The "belts" are based on the various martial arts grades e.g. yellow belt, green belt, black belt.

The Black Belt is expected to have attributes whereby they are expected to be able to teach and mentor colleagues who have not been trained in the techniques to such an extent as them. A Black Belt should show leadership, assign duties to other members in the project team and understand the strength of the team in order to obtain the best business results.

Conclusion

Six Sigma does involve some statistical analysis in terms of being able to calculate predictability and to model or simulate a current situation. If applied correctly and with the support of the senior members of an organisation the benefits could be substantial. One must remember that at the end of the day it's the people who can change the fortunes of a company, so a combination of scientific analysis and people power can mean a project will be a success.

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Nigel Penhearow is a Business Operations Director for a major blue chip company based in the UK. He is a member of various Institutional bodies and has given various speeches in the UK and the USA on business analytics, key performance measurement and best business practice. More information can be found on his web site www.operations-director.com

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Home Based Internet Marketing Businesses

The largest new growth area for people all over the world who are trying to develop businesses at home is Internet based. For relatively low cost, entrepreneurs can set up an internet business, start an internet marketing campaign and advertise to customers all over the world, providing either software related products or shipping goods to international destinations. Even traditional companies are expanding on the web to increase their overall sales potential.

This is such a new business, even though the internet has been around for over 30 years, entrepreneurs are still developing new applications, services and online products to sell over the Internet. These products range from advertising medication and other products through spam emails to programs that are advertised using banner pop up advertising prevention or blocking programs.

There are so many opportunities for people to work out of their homes that it is difficult to categorize them all. Business owners can also be guaranteed that it is also one of the most competitive business areas as well.

Nevertheless, for those people with the knowledge, skill and tools, they can set up profitable home businesses based on internet marketing techniques. Getting started is not difficult. Entrepreneurs require a place to work, a relatively high end computer, a high speed communications line and the requisite applications running on their computer. There are a host of sites that provide training and opportunities for work as well as information booklets, PDF files, software applications you can purchase as well as blogs that you can participate on to learn more.

A word of caution is in order. As you investigate all of the opportunities that exist, there are many that for a small fee will send you various get rich quick schemes. Treat these with caution and go by word of mouth before you make decisions on these. A lot of money can be spent before you know it. Next, image is everything and customers will leave in droves if they are not satisfied with your service, quality or support.

Quality content is paramount. Web sites that provide little in the way of valuable content to the reader will be bypassed. If you are marketing your services or products by the internet using some means of advertising, banner ads etc, make sure you follow through with excellent customer service and quality.

While we have only briefly covered a number of issues associated with Internet marketing in this short article, paying attention to these few simple guidelines will assist anyone starting out to be successful in their businesses.

Elias Georgi is an experienced and successful sponsor, mentor and coach for many thriving, tested and proven home businesses. Elias offers proven Internet opportunities and strategies. Visit his Website: http://www.eliasg.com , he also runs the http://www.exclusive-article.com article directory.

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Staff Members Increase Marketing Prowess

Intra-Focus, Inc., a full-service marketing solutions company, announces the addition of five new members to their team of experienced professionals. Among these hires are Kelli Furrer as Account Director, Myssie Vanderberg as Account Manager, and Denise Waid, the new Vice President of Creative Services. In addition, Brandon Cornett has been hired as Intra-Focus's Web Technologies Product Manager and Clay Delk joins as Marketing Communications Writer.

Kelli Furrer comes aboard as Director of Account Services for the company's Real Estate accounts, developing marketing strategy in line with financial goals of these high-profile, national and international accounts. Clients will include Cielo Falls, Bay Club at Falcon Point Ranch and Cascadas De Manzanillo to name a few. Prior to joining Intra-Focus, Furrer spent 5 years at Dell, most recently serving as a the Air Force Sales Manager in the Federal Sales Division. Her management and sales experience also includes brand consulting, brand management, financial analysis and forecasting within various other divisions for Dell. Furrer holds a Bachelor's of Science in Finance from Virginia Tech.

Myssie Vanderberg is the newest addition to Intra-Focus's team of skilled Account Managers. In this capacity she will oversee the marketing, production schedule, billing, and execution of all account activities. Vanderberg previously spent 5 years at fd2s, Inc., most recently as a Traffic Manager, where she managed and maintained production schedules for multiple MARCOM and EGD clients, including FlightSafety, Delta Air Elite, Pilatus Aircraft, and Texas Medical Center. Vanderberg holds a Bachelor of Arts in Communications from Concordia University in Austin.

As Vice President of Creative Services, Denise Waid brings 25 years of advertising industry knowledge and strong leadership experience to the company's creative department. She will serve as the head of the creative team, providing strategic creative direction on all print, web, and interactive productions. Most recently, Waid provided creative leadership for Tocquigny Advertising, Interactive + Marketing, managing the company's writers, art directors, interactive designers and production artists. Her background in advertising, art direction and marketing combined with experience in direct response and interactive gives Waid the expertise needed to elevate Intra-Focus' service to key accounts and develop integrated, powerful, creative solutions that drive results.

Brandon Cornett joins as the company's Web Technologies Product Manager, spearheading the Search Engine Optimization (SEO) services and technical support for Intra-Focus CRM. Cornett's extensive knowledge in web technologies includes over 6 years experience in web printing, website usability, and SEO, allowing Intra-Focus and its clients to establish a more powerful presence on the web. Previously, he was a Senior Project Manager for Ginny's Printing in Austin, where he supervised the development of a web-based postcard marketing service. Cornett graduated from Virginia Military Institute with a Bachelor's of Arts in History and later served as a surface warfare officer in the U.S. Navy. His 8-year stint included aircraft weapons duty during the Bosnian conflict and oil-smuggler interdiction in the Arabian Sea.

Clay Delk joins Intra-Focus as a Marketing Communications Writer, taking on the company's creative writing and business communications duties. Delk has worked as a freelance marcom writer and video producer in the Austin area since graduating from Virginia Tech with a Master's in English and a Bachelor's in Communications. His recent projects include managing several video productions for the University Interscholastic League and local artists, as well as writing on multiple brochures and campaigns for Intra-Focus.

"One of the best qualities about our team is its diversity," said Jeff Novak, CEO of Intra-Focus. "Our team's diversity in life and industry experience creates a collaborative environment that benefits each and every client we serve. "We've been blessed recently with accelerated customer acquisition and growth into more comprehensive relationships. These new hires will help us better serve those existing clients while preparing us for even more growth in the future."

About Intra-Focus, Inc.
Intra-Focus is a full-service marketing company that integrates art and technology to deliver traditional and Internet marketing solutions. Leveraging marketing expertise and trend setting creativity, Intra-Focus helps its clients build brand strategy and market presence that generate qualified demand and quantifiable results. Intra-Focus provides innovative marketing solutions to businesses ranging in size from start-up to Fortune 500.

For more information on Intra-Focus's marketing services, please contact: Robert Cowes Products & Services Principal 512.930.5558 rcowes[at]intra-focus.com

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Benefits of Giving Corporate Motivational Gifts   
by Brian Connors

What is the fuel that can propel the sales team to exceed its monthly goals? What can stir the unsung administrative troops towards new levels of efficiency? What can stimulate the management to excel at leadership towards achieving company objectives? I believe that corporate motivational gifts can get the job done based on the qualities of what it means to be human.

Isn't there a deep need within everyone to be recognized and appreciated? We've all worn many hats in our day, right? We've been at the bottom of the ladder and worked our way to where we are today. One of the things that surely empowered us to move forward was having others recognize us based on our contributions from time to time. It felt good, didn't it? It made you think better of yourself. You were driven to aim higher in life.

That's why corporate motivational gifts can play a positive role within the world of business. They can motivate the weary and uninspired to reach a new level in their day-to-day activities. They can prompt the company faithful to achieve higher levels of success. They can even move the top echelon to reach a zenith that the business has never known before.

The rewards can be expensive such as trips to tropical islands or flashy automobiles. These types of rewards, however, are enjoyed by only a few. This could have an alienating effect on the vast majority of employees who may have tried just as hard or harder but came up short in the end. They may deem their efforts in the future to be acts of futility and remain in the rut of the routine.

The corporate motivational gifts should be given out on an ongoing basis to keep everyone energized each day. They don't have to be high-priced to get the message out. A weekly gift certificate to a local restaurant or watering hole can keep the vim and vigor alive in the office just fine. Tickets to a ball game can certainly do the trick. A fun themed gift basket is another economical way to keep the juices flowing as well. One could get quite creative on this strategy and the reward options are endless.

The price for these awards are not high and the consequence of giving them out on an ongoing basis could reward the company many times over. Is this not good business? Would it not be a wise investment to regularly inspire the work force to seek the best at all times from 9 to 5?

Look at the human side of your corporate world and decide to get the utmost from employees and have a blast at the same time. Go to http://www.agiftbasketparadise.com/corporate_motivational_gifts.html for corporate motivational gifts selection.

Blog Entry Posted by Brian Connors. Brian is the owner of Gift Basket Paradise ( http://www.AGiftBasketParadise.com ) and wishes to share his insight regarding corporate motivational gifts and their benefit to any company. 

Visit the Free-Article-Directory.NET for more business and management related articles.

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The Essential Qualities Of Leadership  
by Jonathan Farrington   -   

Although there are many qualities necessary to be a leader in a specific situation, these qualities should be common to all.

 Good Memory:

To enable them to recall people's names, and the few essential facts that are pertinent to a wide range of problems.

 A Genuine Interest In People:

Those that you are responsible for leading will know at once if you are genuinely interested in them and particularly in their development. Show this - and you create that personal bond that is essential to the success of your team. You cannot fake an interest in people - they always find you out. A leader can only be successful by ensuring the success of every individual in the team.

 Integrity:

If the team has cause to doubt the integrity of its leader, then it will fail when the team is exposed to stress or a risk. If a person is capable of minor lapses in their personal integrity - they fail to "keep faith" - then they could let their own team members down when they are under pressure. Once the team doubt the leader, that doubt greatly limits their chances of the fullest success.

 The Ability To Communicate Effectively:

A good leader must be able to talk - and write - simply, clearly and persuasively. They must also listen and digest information intently. Communication is a two way process.

 Decisiveness:

There is a time when a decision must be made and a risk taken, even though the facts may be incomplete. A leader must recognise when further analysis is unprofitable and action is needed. It helps if the cost of changing the decision is known. if the cost is low, the risk is low.

 The Ability To Relax:

If the team is kept tense and under pressure, irritation arises and performance fails. this is overcome by deliberately introducing a "break" just a light remark or opportunity for laughter. The importance lays in the frequency and the need for the "break" to be related to the task or the people not "a funny story". The break should be brief even momentary. It should also come at an opportune moment.

 Genuine Enthusiasm:

Inner conviction - belief in the team and the objectives before it - gives rise to enthusiasm. This must be visible to the members of the team. It provides the "motive power" they use to tackle their jobs with courage and hope. If the leader has no belief in the task why should their team even attempt it?

The moral right of the author, Jonathan Farrington, has been asserted.All rights reserved.This publication or any part thereof may not be reproduced or transmitted in any form or by any means electronic or mechanical including photocopying, recording, storage in an information retrieval system or otherwise, unless this notification of copyright is retained. http://www.jonathanfarrington.com

Jonathan Farrington is a business coach, mentor, author and consultant, who has helped hundreds of companies and thousands of individuals around the world achieve optimum performance levels in his capacity as Managing Partner of The jfa Group. http://www.jf-assocs.com

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4 Steps To Understanding
Six Sigma Redundancy Analysis  
by Tony Jacowski  - 

Reverse Engineering To Identify Redundancy Roots

The very same Six Sigma implementation techniques that are so successful also have the potential to lead to redundancy. The normal tendency of a novice in six sigma implementation will be to apply Six Sigma principles to anything and everything to reduce variability, which adds to wastages due to nonproductive, unplanned activities.

The techniques involved in implementation are the places to look for root causes of defects. Although this is a typical area for Six Sigma with multiple trials and failures for many years in a company, it can throw some insight into the root causes of error generators. The following is a partial list of areas that you must pay close attention to:

* Choice of projects
* Statistical process control
* Assessment of measurement system
* Analysis of variance using ANOVA
* Failure Modes and Effects Analysis (FMEA)

The need to revisit the documentation made during the implementation with the same approach and zeal can not be over emphasized. One must not be under the impression that redundancy analysis is a kind of audit of Six Sigma. But the fact of the matter is that checks and balances are treated as inbuilt stages in DMAIC or DMADV.

Redundancy Due To Resistance To Change

Resistance to change is one of the major areas to look for while analyzing the redundancy factor. A Black Belt need not construe these changes as notional resistance, as most modern organizations have efficient ways of producing desired results depending on appropriate inputs. The mere suggestion of process changes have a danger of being viewed as variance to their old established paths. Secondly, departments like finance and materials management will not be able to see results of Six Sigma deployment as quickly as other divisions in the company, such as the production department.

Tool Of Redundancy Analysis

There are no special tools for analyzing redundant implementation in Six Sigma, although some practitioners propound TRIZ, (Russian acronym for Theory of Inventive Problem Solving) to identify redundancies. However, the very same tools generally used in implementation come in handy even in this case. The procedure by which the tools revealed error generators prior to implementation should be repeated for exposing present errors. Analytical and statistical tools clearly contrast pre- and post-data with the utmost accuracy.

The Mindset Of The Redundancy Analyst

It helps to be a company's internal man for analyzing redundancies. An experienced person with long service within the organization has some advantages to begin with. It is important to understand that resistance to change is mostly due to inertia and what it takes to cut the ice with heavy reliance on formal mechanisms is through the right depiction of the big picture. One must be careful to avoid falling prey to frustrations when faced with redoing statistical analysis. The one thing that the redundancy analyst must keep in mind, above all else, is that wastage kills any profitability.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

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Seven Characteristics to Foster
Your Entrepreneurial Spirit  
by Tony Jacowski  - 

Entrepreneurial spirit, the most exciting of the spirits an individual can experience, is not something that can be explained comprehensively without being long-winded. You can think of it as a combination of an irrepressible ambition to grow rich or to create something by a relentless dedication to succeed. The spirit often negates risks such as health warnings and loss of money; all due to one inherent nature - refusal to accept failure.

The unusual character traits of an entrepreneur often define success or failure. One exclusive characteristic that distinguishes an entrepreneur from the crowd is his natural willingness to assume risks in order to develop business ventures. The other sweeping characteristic among entrepreneurs across the globe is an extreme confidence level. Here are more of the distinguishing characteristics that you should develop to be in this exclusive category:

1. Fervent faith that you can change things for better. An unshakable belief that you can devise better, quicker and cheaper ways of doing things.

2. Always having a solution in sight for any complexities and ability to overcome challenges effortlessly.

3. Optimistic about the prospects of your business and each venture.

4. Independent mindset.

5. High energy levels; unwavering mental stamina and internal motivation.

6. Willingness to live for and invest in the future.

7. Willingness to experiment and a penchant for creative thinking.

The willingness of a highly successful entrepreneur to "go it alone" can make an entrepreneur appear aloof at times. But when the time comes and the need presents itself, a savvy entrepreneur always shows a willingness to collaborate. On the downside, the spirit of entrepreneurship can make one extremely sensitive to mistakes. The irrepressible drive to succeed can make them appear short tempered at times and impatient with the mistakes of others.

What the Experts Say

John Aylen, author of "The Commonsense Guide to Running Your Own Business" notes, "Hope is what feeds the person who lives in the future, and, if you have your own business, the future is where you are going to live most of the time."

Being an entrepreneur requires foreseeing an opportunity before anyone else does and taking the bait while understanding full well that opportunities are not entirely without some risk. A successful entrepreneur accepts that everyone makes mistakes but knows that learning from mistakes is extremely important.

Nurturing and Fostering the Spirit of Entrepreneurship

A definite science popularly known as 'Performance Management Systems' and training in corporate culture and communication help foster and nurture the spirit of entrepreneurship.

Encouraging Multitudinous Thinking

Corporations adopt scientific methodologies to grow and groom their future leaders. Every aspect of knowledge and experience is given its due place.

1. Singularity of thinking has its shortcomings. You should seek to think "outside the box" at every opportunity.

2. Knowledge is money in the bank. You never know when you may need information you picked up long ago. You should always seek to expose yourself to different experiences and businesses.

3. Developing an analytical aptitude is essential. This is true whether you own your own business or not.

Another Post from our Star Author Tony Jacowski. Tony is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

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Six Sigma Project Selection  
by Tony Jacowski  - 

Selecting the project becomes the necessary step after identifying the need for process improvement in your business or, for that matter, your department. But selecting a project is a series of complex decision-making processes aided by a variety of tools. A wrong project selection for Six Sigma implementation means the project is not in line with your business. You will end up encountering the same roadblocks and going in circles over and again.

Steps Involved In Six Sigma Project Selection

The steps that need to be taken in selecting a project for Six Sigma vary as per your line of business and the scale of the operation. However, the whole scope of Six Sigma hinges on two key focal points, namely, 'total customer satisfaction' and 'increased return on investment.' The steps may be formulated, keeping this in view.

1. Put The Customer First:
Customer satisfaction being the first focal point, know the critical points to assure quality to drive the project (VOC). Each individual customer has a different point of view about quality and the summation of them can be the first point. Make use of the Pareto Chart for prioritizing the issues.

2. Projects Must Be In Line With Your Business:
List the top three roadblocks faced by all the functional heads in your organization. Ensure that the roadblocks are directly concerned with the business. This exercise prioritizes the elimination of such obstacles by everyone.

3. A Good Project Must Be Manageable:
A good, realistic project can be actually completed within a reasonable time, say, 6 months. Prolonged projects risk loss of interest and start building frustrations within the team and all the way around. The team also runs the risk of disintegrating.

4. Every Result Must Be Measurable And Tangible:
Any project which can't be measured before and after its completion has no value. Improvement in the bottom line, maximization of customer satisfaction or reduced burden on employees will all be measurable and so will keep the team motivated throughout.

5. Defining The Desired Outcome:
This starts by defining the defects first. This also helps keep checks on the project in terms of process capability. This is one way of making the project measurable by progress.

Brainstorming And Using A Questionnaire

Brainstorming by the key personnel and functional heads in your organization is a good idea. Although there is no hard and fast rule as to whether this should precede or follow the internal and external (VOC) survey, it critically examines the steps involved in the process of project selection. However, the questionnaire itself can contain questions, critical of the prevalent scenario. You may include questions on external and internal defects in addition to questions on capacity and efficiency issues. Not the least important questions are the ones on less obvious cost drivers such as wastage.

Six Sigma Process Variation

Take a bite at the variation in process too. Whether it is possible to streamline the process variation and whether understanding the variation help you produce better quality and defect free parts with less input upon completion of the project? Where is the variation originating from, suppliers end or internal?

Wastage can give a deathblow if they are not dealt with properly. Materials, under-utilization of capacity and unreasonable inventory fall into the wastage category.

The sole consideration must be the vision and the dream to realize it. Care must be exercised to avoid wrong selection of the project which can only aggravate the situation and waste the resources of the organization.

Posted by Tony Jacowski. Tony is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Related Posts:
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Six Sigma Tools and TQM
Synchronising Six Sigma into your Business

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The Top 10 Ways to Motivate Employees  
by Terri Levine  - 

Bonuses and rewards make decent motivational tools, but their effects can be short-term. The best way to motivate employees, especially over the long haul, is by creating an environment they enjoy working in.

1. Provide employees with the right work assignments and they will consistently produce.

They are self-motivated if the job is challenging enough. Provide a mixture of assignments and responsibilities.

2. Energize employees.

Give them the opportunity to make decisions and direct projects.

3. Implement teamwork into your organization and department.

Employees working closely together toward a common goal will work harder to achieve their objectives.

4. Provide the opportunity for flexible work schedules.

Pull back from your reliance on the time clock and concentrate on actual performance instead of just presence in the office. As employees juggle more and more personal and professional requirements, their need for flexible work schedules grows.

5. Share information.

Keep employees up to date on new developments and initiatives in the organization. Show them how their work affects the company's success.

6. Provide recognition.

Employees need recognition and praise. Give ample feedback and public recognition whenever possible.

7. Provide the safety and security that employees need.

Employees crave job security, a steady income, health insurance, and a hazard-free work environment. Salary and fringe benefits are very important to them.

8. Act as a coach to your staff and encourage your managerial colleagues to do the same.

Create opportunities for senior managers to work closely with employees eager to learn skills and move up.

9. Ease up on the dress code.

Unless your business requires professional attire, relax the dress code to comfortable standards.

10. Treat employees fairly.

They probably compare work hours, job duties, salary and privileges to those of other employees and will become discouraged if they perceive inequities.

Terri Levine, Ph.D., MCC, is the best selling author of several books including: "Work Yourself Happy", "Stop Managing, Start Coaching", "Coaching for An Extraordinary Life" and "Create Your Ideal Body". She is the founder of 2 international coach training programs that have global reach: The Coaching Institute, www.coachinstitute.com and Comprehensive Coaching U, Comprehensive Coaching U Home. She can be contacted through the web at http://www.terrilevine.com or by phone 877-401-6165.

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Production Management: Lean manufacturing and Kaizen

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Synchronize Six Sigma Into Your Business  
by Tony Jacowski   -  

The foundation for success of Six Sigma is laid by synchronizing Six Sigma into the way business is carried out. There is no dispute about the need for synchronizing the methodology with the business if it has to succeed in transforming the enterprise.

Why Synchronize Six Sigma Into Your Business?

What leadership must keep in mind when deciding on Six Sigma is its ability to solve the most difficult problems. However, commoditization and variability in deployment have been the stumbling blocks for success. 'Dumbing Down' of the methodology and displacing it as a tool of decision making which is aided by the critical thinking process and losing customer focus will only contribute to the acceleration of its demise. If things are not put into proper perspective, the metrics for its goal measurement, which is maximization of bottom line or savings, loses focus.

Phases In Synchronizing Six Sigma

Six Sigma can be synchronized with business processes in three phases. The phases can be modified based on the suitability.

Initialization Phase: The various steps can be summarized as follows:

1. Identifying and apportioning of enterprise level savings goal with SBUs 2. Identifying Champions and aligning compensations to attainment of goals 3. Establishment and streamlining of the steering committee and reporting channels 4. Writing down and aligning the deployment plan with a highlighted financial savings plan 5. Communicating and preparing the workforce to deployment

Execution Phase: This is the crucial phase in the implementation. The project progress decides the direction in which it is moving.

1. All key data are communicated, through a designated database, to upper management for continuous review 2. Champions engage X-belts to gauge progress to ensure mentoring 3. Regular monitoring and reviews at business meetings 4. Delays are discussed and dealt with according to necessities. They are terminated, postponed or extended with additional resources as may become necessary. 5. Steering committees at SBU and corporate levels assess progress towards stated goals and day to day benefits and prioritize new projects for assignment to the Belts 6. Project teams are individually acknowledged for their accomplishments and rewarded 7. X-belts prepare document of implementation as knowledge notes for records and future references 8. Champions report to accountable executives in the management

Assessment Phase: Assessment is done at least once a year to assess the progress and quantify the figures.

1. Promotes greater and earlier alignment by accelerating result generation and sustainability 2. Emphasis is placed on real versus theoretical or anecdotal data 3. Focus will be placed on capturing benefits, enhancing the belts' performance and certification, deployment planning, and overall performance 4. SBUs are informed of results relative to the organization. 5. Steering committees revisit the deployment plan with a view to revise as may be necessary 6. Training for Belts or refresher workshops, and reorientation for Master Black Belts and Champions who undergo certification program are scheduled 7. Rescheduling, if necessary, of early sustainability by "training the trainer"

Like implementation, synchronization is a continuous process as seen above until self- sustainability and goals are achieved. Benefits can be realized with perseverance by all those involved throughout its implementation.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

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Managing in a Global Economy  
by People Management That Works

In today's global economy, managers must show that they have imagination to create and facilitate innovative ways of operating business. Managers can't afford to be static. Managers are no longer competing on a local or national scale. They're now competing globally hence the need for managers to be dynamic. Managers must now look at all aspects of doing business. Some of these aspects were generally neglected by management.

How do you know if you are a traditional manager? First, one must understand that managers always focus on the bottom line. In a traditional style of management, the bottom line is based on two sources of data, planned expenditures and actual expenditures. While this style of management works, it is not enough to compete with the rest of the world, because this linear style of management lacks imagination.

So what do managers need to do? In order for managers to compete globally they must first possess the mind set for innovation. The more innovative a manager, the more dynamic he/she will be at integrating all measurement of cost. These managers I like to call activist managers. They are forward looking, and are generally more dynamic in their way of thinking. In their decision making, they draw on different elements within the business society whether it is on the local, national, or even international level.

What are these elements? The elements are factors that impact doing business. These factors are many depending on the industry that one is in. Here are some examples of elements that affect managers in doing business.

* Consumer credit risk * Resources * Political Climate * Foreign Exchange risk * Competition * Technology

Understanding their respective elements will better enable managers to make the necessary adjustments to doing business. These adjustments will allow managers to achieve a viable bottom line.

This Article was provided to you by http://www.managementthatworks.com 

People Management That Works provides essential skills for an Excellent Career! Our' mission is "to assist individuals with the practical skills needed to excel in their careers as managers". We aim at publishing the practical, proven skills and techniques that, used together, show themselves in high personal effectiveness, good leadership, career success and even happiness. We believe that anyone can learn these tools and apply them successfully.

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The Six Sigma Tool and TQM are Not the Same  
by Tony Jacowski

Many business people have yet to recognize the difference between the Six Sigma tool and total quality management, also referred to as TQM. Though, at a glance, they do look rather similar, and the Six Sigma tool does indeed employ some of the techniques and strategies that are the foundation for TQM, they remain two entirely separate methods of doing business.

While both the Six Sigma tool and TQM place emphasis on how critical it is to look at a business' entire support and leadership structure from top to bottom, the similarities don't go much further than that. It is the focus on quality that causes the confusion between total quality management and the Six Sigma tool. Both approaches to business believe that constantly improving the quality of a business is vital to its continuing success. Furthermore, the Six Sigma tool cycle of define-measure-analyze-improve-control is comparable to the TQM cycle plan-do-study-act.

However, the differences are vast and important between these two strategies. It is these differences that explains why the Six Sigma tool continues to grow in popularity, while the TQM is fading out over time.

Among these differences, management is primary. In contrast with TQM, the Six Sigma tool was not created by people who had very little experience in management, and were therefore only capable of developing a plan that had very broad management guidelines. Instead, the Six Sigma tool was formulated by a group of the most capable CEOs in the United States, who had only business success as their ultimate goal. They worked through all of the tools and techniques know about the business world and incorporated each of the most effective, tried-and-true methods for having businesses operate at their full potential, in a framework that makes it entirely possible.

Therefore, the Six Sigma tool can be seen as a much more holistic approach to doing business. Though loosely based on traditional concepts, it employs those that have been known to work consistently across multiple industries and business sizes. It also focuses not only on the end result, but on the entire business and its processes and policies.

Of course, there are many other differences as well; to be rapidly summed up, the main difference of the Six Sigma tool is its ability to give organization a much clearer path toward success by using its potential to its fullest.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

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How to Measure Innovation in Your Business  
by Tony Jacowski

It may or may not have occurred to you how important it is to measure the innovation of your own business. However, if you do not look into the efficacy and processes within your company, there is no way for you to know how well your organization is truly running, and in which areas improvement is needed. Of course, if you want to measure the innovation of your business, you will need to have a technique to use to gauge the different elements to be considered.

Traditionally, these elements have consisted of counting defects, measuring costs, and tracking cycle times. Today, as we understand businesses processes better, it has become a bit more involved but no less achievable.

With improvement strategies such as Six Sigma - a set of techniques developed by Motorola that focuses on the process of improvement within a business - there are ample measures available to recognize if your business is achieving its potential, or if it is lacking on one or many levels.

There are primarily five areas of measure for innovation, which include:

1. Performance - your company's ability to provide a total solution in relation to its requirements and its competition 2. Quality - the number of defects and the number and rate of delay 3. Timing - its speed to the market, including its schedule for internal development (also known as cycle time) and its external market timing. 4. Finances - revenue expectations, costs, margins 5. Development costs - for specific projects

Additionally, there are a number of sub-categories for measuring innovation within your business. These include:

* Turnover of personnel * Percentage of product and/or service tests passed * Percentage of reuse (the number of tested items that were borrowed) * Number of specification or requirement changes needed * Percentage of new parts (the number of items that are untested) * Percentage of unique parts (potential areas for difficulty in integration) * Percentage of new vendors * Percentage of staffed to plan (including times of over-staffing and under-staffing) * Percentage of designated time lost to undesignated projects

As you can see, there is quite a bit to consider when you wish to measure the innovation of your business. This often explains the inclination for businesspeople to put off such measurements. However, by doing so, you are only holding back from the ideas, changes, and potential that you could be offered from the result of these measurements. The best time for you to measure the innovation your business is today.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

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Business Consultants: How to Tell When your Business Needs a Consultant.
By Tom Kline

In any small to medium-size business, there comes a time when you don’t know exactly what to do or how to do it. That’s when you need an outside appraisal of your business and the way it operates.  Too many businesses fail as a result of insular thinking. Sometimes, you’re so close to the trees, it takes an outsider to see the forest. Don't let your business succumb to stuck-inside-the-box thinking.  Read on to find out how to recognize the need for a consultant.

Hiring a consultant in the following situations can grow, or even save your company.

1. When you don’t know exactly what to do or how to do it.
2. When you need an outside appraisal of your business and the way
it operates.
3. When you need a special talent or desire an exceptionally high-level of competence in some field.
4. When you want to review some special issue in your business.
5. When you need help in long-range planning.
6. When you want to project or predict the effects of possible expansion or diversification.
7. When you are looking for new ideas or a fresh approach.
8. When you need help preparing a proposal.
9. When anonymous representation of your company by an outside party is advantageous for negotiations, mergers and acquisitions.
10. When a short-term project requires special expertise that no one on your staff possesses; but you do not want to hire another full-time employee.

Consultants offer other hidden advantages for your company.

Consider some of the other advantages that consultants offer: Often times, consultants see situations that have gone unnoticed by regular staff. They can also upgrade the education and experience of your staff. A consultant is specifically oriented toward producing results; and you only pay them for the time you use them. 

Using a Consultant to Help Your Business Grow.

Hiring a consultant is the surest way to know whether your business is operating as efficiently as possible, and ensure that you are accessing your maximum market penetration. Use a consultant to discover the strengths and weaknesses within your business and put that new information to work.

The top 5 advantages of using a consultant:
1. Consultants see situations that have gone unnoticed by regular staff.
2. Consultants upgrade the education and experience of your staff.
3. A consultant is specifically oriented toward producing results.
4. You pay only for the time you use them.
5. Gives you extra staff without permanent obligations.

A consultant could help your business in ways you never imagined.
Shifts in industries or economics often prove challenging to companies that aren’t ahead of the curve.  Perhaps you’re a start-up about to pitch a new account, but have no idea how you’d handle the volume if you landed it. Here are a few other examples of companies that have benefited by the help of a consultant:  

* A radio station, overshadowed by ever-growing conglomerates, helped its sales department develop new short and long-term sales strategies.

* A real-estate firm secured anonymous representation to an outside party, which proved advantageous in their negotiations for investment capital and acquisitions.

* An independent restaurant owner discovered a fresh approach to a problem she couldn’t solve internally.

* A staffing firm obtained an outside appraisal of their business and how it was operating.

* A small catering company used a consultant to help prepare a proposal for a large-scale, long-term project that would take its operations to a new level.

* A start-up pet supply chain was able to project the effects of possible expansion or diversification.

Take a hard look at your business today. How could a consulting service help you reach your goals?

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© 2006 RK Auto Group Tom Kline is Controller of RK Auto Group (RK Buick, RK Chevrolet, RK Subaru, RK Scion and RK Toyota).

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The Business Consultant’s Dilemma
By Todd J. Anderson

Sally (not her real name) is a consultant for whom I have great respect. She’s bright, educated, personable and most notably she is extremely competent. Her customers rave about her talent and the work that she performs. She charges a healthy rate for her services and her clients get their money’s worth - no question.

When a current client of mine needed help in the area of Sally’s exact expertise, I suggested that they talk to her and she was hired on the spot.
The following week she showed up for the engagement and delivered services that the client loved. At the end of phase one, Sally naturally wanted to broach the topic of additional work.

The engagement concluded. The moment of truth soon arrived when Sally offered the next logical service that she could provide. The client said, “We’ll think about it and get back to you.”

Sale lost? Maybe, maybe not but the pain of wondering where it stands was front and center in Sally’s mind. Not only that, the clock continued to tick and Sally was left with the feeling that this could go either way. “What could I have done differently?” she asked.

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Sally’s story is not unique. How often have you been involved in an engagement, knowing that you could provide a lot of extra things for the client, if only you could find the right way to talk about it?

In order to deal with this struggle, let’s outline a few realities that seem to get in the way of selling.
First, let’s take a look at how we stereotypically perceive a salesperson.  We:

-Think of “salespeople” as pushy, manipulative, and unethical.
-Avoid “sales training” because we are convinced we are not salespeople.
-Know a salesperson we are certain we don’t want to be associated with.
-Sense that most sales people will make the sale and disappear, giving no customer service.
-Feel salespeople will say what they need to, to get the sale.

All of these things shape how we project ourselves in a sales situation.

Second, we all hate rejection. According to Tony Robbins, it’s human nature to avoid pain and to seek pleasure. He ought to know because he’s made millions selling that message to people looking for ways to avoid pain and seek pleasure.
Third, we hate the way salespeople sell to us, so let’s make sure we don’t do the same to our clients.

I believe that we need to change the context in which we think about sales. Here are a few suggestions.
Let’s begin by considering a definition for selling that reflects a slightly different reality. When I think of selling, I think of it as:

“A dialog that creates the condition such that someone with appropriate authority is inspired to trade an asset (time, money or other) for something that they perceive as higher value.”

You might want to read this again a couple of times to let it sink in a little. The “something” could be a product or a service.

Next, let’s carefully consider the distinction between selling and delivering. If you accept the above definition of selling, then it is holistically distinct from delivering your product or service. While you are performing your duties as a consultant, it is certainly NOT your job function to inspire someone to trade an asset for what you are delivering (although, this may be an unintended consequence of your actions).

Since the part of selling has already been done, it is now your job to deliver the actions, tasks, outcomes and results that you were hired to do. However, when your delivery of actions, tasks, outcomes and results is approaching a conclusion, it would behoove you (AND your client) to think about inspiring them to consider your other services.

You owe it to your client and yourself to create this process intentionally, or not at all. If you are providing the value that your client deserves, then it is incumbent upon you to engage in selling as defined above.

As consultants we often wait until it’s too late to re-engage our client. The manner in which we spring into action in our sales approach can cause confusion. We do this because of our own hesitations, reservations and stereotypes of the sales process and of salespeople.

Advice for and Sally.
Here is what can be done. Get clear on the new definition of a salesperson. Your job as a salesperson is to create a conversation that inspires. You can’t do this by avoiding the conversation. You do this by asking questions and learning how to transition from delivering your expertise to selling your expertise.

The transition from expert implementer back to sales professional is relatively simple, yet extremely important. One way to accomplish this is to do the following:

Ask your client how satisfied they are with the service that you just delivered. Then ask what could have been done better. This process will demonstrate to your customer that you are striving to deliver the best possible service.

Inform your client that you have another service that is valuable to them. Describe its benefits and invite your client to consider the offer as it relates to their situation.

Verify that your client agrees that the benefits are helpful.

Upon your client’s affirmation, tell them the fee and ask for the business.

Most of us are uncomfortable asking for the business. Therefore, practice this in the mirror or with a friend before you go live. Being comfortable with this transition will put you and your clients in a win-win relationship. The transition from expert implementer to expert salesperson doesn’t have to be difficult.
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Todd J. Anderson is the President of 10,000 Foot View. He helps business owners and managers of high value services companies by enabling a culture of accountability and coaching. For info on his speaking and services, please call 763-522-6365 or email him at todd@10000footview.com.

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A Blindingly Stupid Example of Change Management   
by Dutch Holland.   

An airline president wanted his Boeing two-engine 737s to fly faster. He asked Boeing if they could help, and they assured him they could...so they added two additional engines to each airplane.

After a few weeks of service with the added engines, the airline president asked his Operations Manager if his airplanes were flying faster. The president was surprised to hear that, in fact, they were flying slower ... and that the number of oil-related engine failures on the old engines was up dramatically.

The action-oriented, hands-on president decided to investigate first hand and sat in the jump seat as one of his crews got ready for a routine flight. The copilot meticulously read the checklist, and the pilot systematically complied. CoPilot: "Start engines 1 and 2," and the Pilot responded, "Engines 1 and 2 started." The pilots then proceeded to make the flight with two engines running and two engines not in use.

After landing, the president asked the pilots if they were aware of the extra two engines. They were quick to respond: "Are you kidding, of course we are aware! Dragging those things around costs us an extra 15 minutes of time and 3,000 pounds of fuel on that last leg alone!!"

"Then why don't you start them and use them?" asks the bewildered president.

"Hellooo," says the pilot. "Are you kidding? Our union contract specifically states that we fly two-engine aircraft!!"

The president retreated from the cockpit and deplaned to watch the fuel and oil crew do the turn-around of the aircraft for the next flight. He was surprised to watch an obviously confused maintenance man scurry back and forth between the four engines...providing haphazard at best oil level checking and filling.

After the plane backed away from the gate, the president approached the maintenance man to ask him what was going on. The maintenance man responded, "Beats the heck out of me! I'm supposed to be checking oil on two engines before each flight, but I obviously have four to check now...and not enough time or help to get it done before the pilot starts the engines. Besides, I'm still trying to figure out why two of the engines never need any oil and the other two are too hot to approach to put any in!"

The Director of Operations looks up from his desk to see the president storming into the office: "How's it going, boss?"

"Poorly, thanks to you! What have you been doing for the last six months while we were getting the extra engines put on those airplanes!?"

"I've been running the day-to-day operations of this airline! What do you think I've been doing?" replies the DO.

The president is ready. "I know and expect you to be doing that! That's your job! What I'm talking about is what you have been doing - or not doing in this case - to get your flight and maintenance crews to fly airplanes with four engines?"

"I thought that was Charlie's job...he was the Project Manager on the Engine Project," says the DO.

"Not so," says the President. "His job was to work with Boeing and get the engines on and running, and from what I see, he did just that. It was never his job to get the crews ready; they report to you, not to him. It was your job to foresee the union contract problem. It was your job to re-write flight checklists to four engines! It was your job to ensure we had a revised maintenance procedure and extra maintenance people!"

And the dialog continues...

Our goal in presenting this scenario is not to insult anybody with our blindingly stupid example, but this airline clearly needs an industrial strength dose of Change Management!

Clearly the problem has nothing to do with Boeing...their engines work! The technology is there and working (the two new engines), but the manager of the flight crews and maintenance crews has clearly failed in his responsibility to get them ready to work with that technology.

And his failure to get them ready is already producing very poor results...slow flights, wasted fuel, and increased engine failures.

Without proper Change Management owned and provided by the user organization's leadership, many IT system implementations wind up in similar shape! The technology works "technically," but the organization is not ready to use it to get their work done effectively and efficiently.

Failure to ready the user organizations will result in decreased organizational performance and severely decreased employee morale. The goal of Change Management is to keep the organization from looking back some months after implementation and mumbling that what we did was "blindingly stupid!"

Get a free copy of the 250-page change manifesto Change is the Rule: Free Change Management Book

Dutch Holland is principal and founder of Holland & Davis, a consulting firm specializing in helping clients implement change.

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Seven Ways to Enhance Organizational Culture  
by Kevin Eikenberry.   

As a young employee I was transferred to work in an office tower in downtown San Francisco. I wasn't the only person to arrive in this new office space - the group had changed significantly due to reorganization and many of us were working together for the first time.

My boss, the Marketing Manager, asked me to help him with some unusual projects. First, I organized an ugly tie contest. Next, we created a puzzle where everyone told me their fantasy identity (who they would be if they could be anyone) and I created a quiz. People had several days to try to figure out who was who. This culminated in a party and the revealing of all the secret identities (and prizes for those who had done the best guessing).

Along with many other events, we eventually instituted the first casual Friday in this company (hey, this was 1987).

At the time I knew what was happening and why it was important to the development of the culture in this organization. But I didn't understand it the way I do now. . .

For a whole variety of reasons, organizational culture is important to the health or viability of any organization.

It is one thing to know something is important. It is another thing entirely to know what to do about it. This article will give you some specific things you can do to act on the importance of your organizational culture.

Get help. Wherever you sit in the organizational structure or hierarchy you can impact organizational culture in a positive (or negative - but why would you want to do that?) way. Admittedly, if you are in a position of leadership, it might be easier, but we can all have an impact. But we can't do it alone. Form a team of like minded, interested and enthusiastic people, and get them on board with developing and enhancing your culture.

Get a vision. Get your team to discuss the current culture. Define the parts of the culture that are already great and need to be supported. And honestly determine where the culture could use some polishing. Then create a vision of the culture you want to create, taking into account the entire current picture -the warts and the beauty marks.

Get strategic. Your team will recognize that this is important - you've picked people who already understand that and you have developed a deeper understanding as you created a vision of a desired future culture. Help everyone understand - the team and organizational leadership - that this isn't a band-aid, quick fix; but an ongoing, strategic intention to build a more attractive culture that fits the needs of the organization.

Get people excited. Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement falters, remind them of the vision they created to re-invigorate them.

Get a champion. That person may be you, or it may be someone else on the team. In my case, I took on an alter ego of the "phun phantom." While a moniker might not be necessary, a point person, whether anonymous or not, is important. Culture change is like any other change - it requires champions. The champion needs to be someone who is passionate about creating the new culture. As in my case, this might be a perfect role for a young energetic person, but don't assign the role. The best champions will rise up and "select" themselves.

Get started. Yes, I have listed the first five suggestions in a chronological order. But that doesn't mean you can't so something today, as soon as you finish reading this article or right now. You already know some things that need to change in your culture, so role model one of them starting immediately. Maybe your first step is to invite a couple people to lunch that you think might want to be on your team. Whatever your first step is - do it.

Get momentum on your side. Any change will have a greater chance of success with momentum. Don't form your team today if you don't think you'll be able to get them going quickly. Don't think of this something that can be done in a couple of weeks. A single event that you hope will permanently change the culture - won't. In fact, it might have the opposite effect entirely. Get started but be committed to building momentum and staying with it. It will be one of the most rewarding efforts you and your team will ever engage in.

I haven't given you specific cultural events to try. Why? Because I don't know what kind of changes you want to create. In my case we were trying to create higher levels of camaraderie and more fun in the workplace. You may have that and may want to enhance your culture in completely different ways. You and your team will figure out what to do. This list is meant to help you figure those things out for yourselves.

These seven things are by no means a complete list - but they are a great place to start. And getting started is the most important next step of all.

Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.

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Sales Vs. Marketing  
by Santosh Pania

From a view point of person not involved in sales or marketing , sales & marketing are considered as one function. But the deeper you go in this field you will realize how different this two functions are and how bitter these personnel can become on each other even though they serve a common purpose to the organization .

Every Sales man hates the marketing guy because

1.) the guy in marketing sitting in the office gives him a useless leads and always ask to follow up on a non-consequential customers.

2.) He is not involved in the reality of the situation how the sales actually happens, all he think is that creating beautiful brochures and creating a prospect list would result in a sale.

3.) Sales is actually doing the hardwork of meeting people and convincing them , it requires convincing ability, good presentation skills and lot of going around and a minimal of ego. Listening to all the criticism for the company even though its not their fault and bearing the brunt of all people- the customers, the management, & the so called helping hand called marketing.

4.) Marketing is field where the people who are the bosses favourite get recruited in that position. In sales the result are in black and white..Whether you achieve the target or you have not achieved your target. The bosses are only looking at the sales figure. Most of the sales professionals would agree that they do tend to think like that. Well lets see what does the marketing guy thinks

A.) Marketing people think that with proper planning and execution major sales could be achieved. What makes the sales happen is 1. proper information and 2. good response and 3. a good brand image.

B.) Inspite of providing such a good brand the sales people are coming out with excuses of not making a sale saying that our products are priced higher, or that our service is not to the standard .

C.) These sales guys are not planning their visit properly, most of the time wasting their time with the existing clients sitting in their office for a cup of coffee or tea.

D.) They don't think the customer might not give an order now but a major deal will come through in 2- 3 months. Every time the lead is given, they half heartedly goes to the customer and respond that they don't have any requirement. So that the sales credit doesn't go the marketing guys.

E.) They only close deals which they have generated the leads on. They expect the lead given to them to turn into sales in the first visit. Inspite of doing so much campaign and getting good leads the sales people response is always lackluster.

F.) They think reporting is waste of time, they don't understand the importance of database.

Hmm well it can go on and on like this. ..So you see if the sales guy says go east the marketing guy would say go west or vice versa.

Firms which have been able to synthesis sales & marketing guys they will achieve tremendous results.

Sales is the today guy, his main concern is achieving his sales target for the day or for the week or for the month. Marketing is the guy who think about the future and they way the sales would happen in the near future, the market share, the brand development, the customer. So there is always a conflict between generations and conflicts will always exists between Sales & Marketing.

Technically speaking... most of you would know that sales is the actual process that happens when the product is bought. Sales guys are there to make more transactions possible. Marketing is the process the preceeds sales and is present after sales. The product awareness to image building so more guys come to sales is what the purpose of marketing is.

Here are some tips to get a common ground between sales & marketing so that complement each other , instead of playing a blame game.

1. Get them together, place the sitting arrangement together. Don't make the sales & marketing team sit separately

2. Conduct Monthly informal presentation by each of the department on the difficulties being faced by them or ways to improve the functioning.

3. Create a cross functional team for each product, a marketing guy, a sales guy and a technical guy to be responsible for a particular product (if possible...depends on the hierarchy and current organization structure).

4. Make the dialogue and interaction active between these two functions...Weekly review meets to be held along with marketing & sales team.

5. Tie the benefit of sales to both the teams.

To sum it up make it possible for the salesman to view the point of the marketing guy and vice versa. Many companies think training are waste of time but actually they really help in building a spirit of comradeship between each other.

Santosh is an Experienced Sales & Marketing Professional, currently based in dubai. Visit www.marketingbufff.blogspot.com for more details.

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Can You Fully Grasp The 3 Ranges of Time Management?  
by Nathan F. Shaw

As you carefully read this article you will find that it goes to the very heart of mature Time Management.

It covers things that absolutely anyone can do and takes no time at all to learn because you can already do it easily.

Can you think of anyone around you that needs this?

But before I reveal to you the most overlooked and most vital recommendation for time management, consider this..

There are three categories for Time Management.

Below are three excellent and highly recommended techniques for time management that I use all the time.

And if you pay close attention you will understand why techniques for ALL three 'ranges' of time are vital for an optimized approach to time management.

TECHNIQUE 1: Short-range Time Management: Daily 10-Minute On-track Review

The 10-Minute On-track Time Management Review is one of my favorite daily techniques.

In just 10 minutes we can jot down most of the things floating around in our mind and take a strong grip on them by seeing them written down.

At times we get off track, whether practically, or with our efficiency, or emotionally. When that happens I usually realize I have not done a 10 minute 'how is it going' self-review, so I do it then and things seem so much clearer and in my grasp.

Whenever you feel overwhelmed, try it, just jot down those buzzing thoughts, and you'll immediately feel in far more control.

And if you already know this; if this already seems terribly simple to you..

..then I beg you this question:

How consistent are you at doing it as part of your regular Time Management operations? If you do it regularly, th