High Output Management Chapter 7
17 snips
Jan 1, 1970 Planning is presented as an everyday managerial activity with a clear three-step process for matching demand and capacity. Analysis of customers, vendors, competitors, and tech signals guides where to focus. Action-oriented plans create tasks now to prevent future problems. Management by objectives and key results are shown as pacing tools. Trade-offs between centralization for scale and decentralization for local judgment are explored.
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Count Current Output In Demand Terms
- List current capabilities and projects in the same terms as demand, and factor in timing and probable cancellations.
- Then evaluate actions to close the gap and pick the set of actions that becomes your strategy.
Bruce Balances Overcapacity With Tradeoffs
- Bruce, an Intel marketing manager, faced more projects than his three-person team could handle and couldn't hire more people due to budget limits.
- He shifted non-critical work to less-busy groups, hired a summer student, monitored performance, and requested headcount increase.
Cindy Uses Schedules And Metrics To Enforce Quality
- Cindy, a manufacturing process engineer, found incomplete data from development and set strict pre-implementation steps and schedules with vendors.
- She negotiated timelines, applied time offsets, and published weekly vendor performance to stay on track.
