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The Challenge Of Working With Things People

by:QY Precision      2019-12-23
An old friend who worked with me in manufacturing many years ago found it convenient to divide manufacturing people into three groups.
\"People/people\" who like and seek feedback from others such as sales staff \".
\"Ideas/People\", they have achieved great success from new ideas like engineers.
And \"things/people\" who identify and like things rather than people.
While I \'ve come across a lot of great ideas/people and people/people, I \'ve spent a lot of time working with them trying to understand and manage things/people.
People are usually mechanics, scientists, engineers, programmers, technicians and others who are good at solving quantitative problems but have problems with people and qualitative problems.
They are \"black and white\" digital people and must operate in the chaos of our simulated business world.
In its essence, manufacturing uses a large number of technicians to do the job, with people in manufacturing accounting for a much higher proportion than in other industries.
People are usually introverted people, they don\'t like to get along with people, they prefer to interact with things (e. g.
Computer, tools, CNC machine tools, etc. )
Or with someone else.
They are often very difficult with customers (
Those who can say whatever they want because of the order)
They often confuse constructive criticism with personal criticism.
They tend to avoid confrontation and direct communication with people, and prefer to hide behind voice mail systems and other \"things\" technologies.
I used to meet a service engineer in charge of quality at a high tech company and he told me \"He can\'t solve quality problems and can\'t talk to people on the phone \".
The biggest drawback of things/people is that they have difficulties connecting or communicating with people, especially those who are upset, who express their feelings in a simulated way.
Customers who have problems need patience and interview skills to piece together all parts of the problem and get the best answer.
This is very difficult for a lot of things/people.
Another problem is when things/people can\'t hear what others say at all or ignore it and try to impose a digital solution to solve the problem.
In this case, things/people rely on a lot of his technical knowledge, which is obviously superior to any customer.
Trying to solve the problem without really listening to the user, I call it \"thinking reading method \".
\"Mind readers are those who know everything/who claim to know what others need without asking, listening or seeing their needs.
It is easier for the mind reader to simply decide on the solution, rather than wasting a lot of time listening to the customer continuing to explain the problem \"stream of consciousness.
I used to work with a chief engineer at a technology company that makes a micro controller.
The president wants me to know why there are so many service problems and unhappy customers.
When I sat at the chief engineer\'s desk and noticed that he had a stack of 3 inch high \"when you were out\" the answer became obvious and he nailed a stack on a 3 inch nail
When I asked him why he didn\'t call back, he said he didn\'t like talking to unhappy people at all.
People like computers, software, and anything digital.
Many years ago I worked with a company that managed their production system on scattered paper and always missed the shipping date.
They decided to buy project management software to run on their new ibm pc.
The project manager is someone who immediately falls in love with the computer system.
He spent countless hours inputting the data into the project management system, but he would not go to the workshop to see the production problem or consider the suggestions of other production personnel as interference.
Production problems deteriorated and complaints from shipments and workers and customers intensified.
When I interviewed him, he said that if he could stop people from interfering, he would make the system work and everything would be fine.
In his view, the problem is solved by machines, not people.
He was fired, but he made a very accurate map showing where the goods went from two weeks to eight weeks later.
How to make the best use of these things, some people are very smart and very good at not having to supervise the technology and work of others.
But I find that a lot of people end up being fired, even if they have the ability to do the job, or maybe smarter or more qualified than their colleagues.
What about people?
Always trying to get people into a position where there are more technical advantages than the weaknesses of their people.
People are not always the best candidates for sales or customer contact work, so be careful to leave them in customer contact work even if they think they are qualified.
If you have someone at the customer contact job, you can avoid the problem of reading thinking by getting them into the field (
Translation is usually available)
So they can experience the reality of their customers.
Forcing them to have to empathize with the customer\'s problems, which often gives them a new look at the customer.
If you suspect that \"mind reading\" is part of your customer service issues, ask a third party to interview unhappy customers to ensure that you are accurately and fairly assessed on their issues.
If management really just wants to deal with things, be careful to assign their responsibility.
Supervision is to deal with and solve people\'s problems. people usually need good structure and help to succeed.
If a person\'s work requires a lot of contact, be careful when playing with technical toys for them.
Today technology has produced I-phoned, I-pads, I-
There are all kinds of gadgets to play.
It\'s easy for people to get lost in the fun of gadgets without putting enough time into doing their real work.
For example, it is likely that one would rather spend hours trying to find a source of general protection failures in Microsoft software than calling customers.
This story is not intended to convey the extreme view that there are only people and people/people in manufacturing.
In the range of 1 to 100, maybe most employees are in the middle of the range and have a good balance between things and personnel skills.
It is easier for these people to get promoted or get into other jobs.
Things/people may be just a small part of the manufacturing population, but they are real and there are some real problems.
So if you start getting complaints from your colleagues
Workers, supervisors and customers, you may have one person in a job, and they have more weaknesses than they have.
Mike Collins is the author of Saving American manufacturing.
His website is mqmgt. com.
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