iuidelines to Ificiency
Page 73
If you've noticed an error in this article please click here to report it so we can fix it.
FFICIENCY is linked to knowing that must be done and doing le right thing. Managers bear a eavy responsibility in this aspect since it is they who have ) plan, direct and co-ordinate fforts to achieve the desired mutt.
ompetition the spur: The arvices provided by road .ansport are based on a derived emend; many firms are ampeting with each other to rovide such services.
1oreover, there are many firms rho are prepared to operate teir own road transport arvices so as to have them rider their own control, as well 3 people who prefer their cars coach or bus services. Only le more efficient firms which ill survive.
In the final analysis efficiency measured in terms of money cost per ton mile, fuel costs F.T mile and so on. If your firm as higher costs than those of 3ur competitors it will lose Jsiness, and may even cease to ade.
All employees, whether they 3 drivers, warehousemen, erks or supervisors, must be rvare of this pertinent fact. lack working, bad driving, efficient paper work and mmunications — all these letters, and others, can lead to efficiency, loss of business and bs. A keen awareness of these letters is therefore the first step wards efficiency, and
'onagers have a duty to
-omote and encourage means ' achieving quality results. The operating environment 'ovides many challenges to 'onagers and staff with some atters outside the direct mtrol of the firm concerned. ne example is the serious 'oblem & highway congestion Id loading and unloading fficulties, especially in urban 'eas. Such delays mean higher el costs, less traffic moved and reran higher expenses. But the
determination to be as efficient as possible must be pursued with vigour at all times. Ingenuity and initiative from staff, coupled to good teamwork, can often tip the balance in favouf of success. Some ingredients of efficiency: Efficiency gets things done in the smoothest way, with least wear and tear, and with the smallest expenditure of energy. This involves a certain amount of thinking.
An efficient person will use facts and skills, and he will also need to exercise good judgment. This was all neatly dealt with in an intriguing bookl, and has become known as working to the "law of minimum effort". This scientific approach must not, of course, be confused with slack or poor work or not trying to achieve good results.
Little room for the unskilled: In the business of road transport in the years to come there will be no room for the unskilled, so those who think that they would like to work in this sector must get down to acquiring skills and qualifications.
There are many training schemes and courses available via the colleges, the RTITB and many firms.
Effectiveness: Effectiveness is the motive power of efficiency and consists of doing the right thing in line with what has already been predetermined as an efficient course to follow. In practice you won't always be effective, but you must aim to be so most of the time.
From mistakes and errors we learn to do better, but remember that such acts have a scale of effect — to mess up one delivery or order is one thing, to botch several by not learning from experience quite a different matter, and leads to loss of customer and profits The importance of time: The dimension of time is very important in the transport context. The whole business operation is based on schedules, loading and unloading timetables, effective turn-round times, statutory working hours for drivers, and so on. Also, the way a manager uses his time is a critical component in the way he performs his duties.
Remember, "time" is a manager's scarcest resource. You must be hard-headed and allocate your time — do not become the slave to "flaps" and emergencies. Delegate wherever possible, and do allow yourself a regular period of "Think time": you owe it to your employer and your staff.
The vital intangible morale: A vital ingredient to efficiency is that intangible matter of staff morale, which managers have a duty to regularly assess and to improve to the maximum extent.
When visiting some companies it is obvious fairly quickly that morale is high; while in others only 10 minutes on the premises reveals all is not well. The best plans can so easily be scuppered by low morale, so those preparing for management must give serious and constant thought to this matter, and how to influence it for the common good.
Morale is of course a state of the mind. In its best form it will move groups of people to give of their utmost, without counting the cost to themselves; it makes them feel they are part of something greater than themselves. The foundations for this were concisely set out by Lord Slim2 some years ago, and since it is not fashionable to find the subject in many management curricula these days (will, with grateful acknowledgement, adapt what he said so that it may be applied to today's circumstances.
In order of importance the foundations of morale are spiritual, intellectual and material. Spiritual first, because only such foundations can withstand real strain. Next intellectual, because people are influenced by reason as well as feeling. Lastly material, because high morale is often achieved when material conditions are lowest. The elements of these three components of morale are: i Spiritual (a) There must be a great and noble object.
(b) Its achievement must be vital.
(c) The method of achievement must be active, positive, and, often, aggressive.
(d) The person, or employee, must feel that what he is and what he does matters directly towards the attainment of the objective. II Intellectual (a) The person must be convinced that the objective can be attained; that it is not out of reach.
(b) He must see, too, that the firm to which he belongs and which is striving to attain the objective is an efficient one.
(c) He must have confidence in his directors and know that he will not be endangered in his work. iii Material (a) The man must feel that he will get a fair deal from his directors and the firm, and the industry generally.
(b) He must, as far as possible, be given the best vehicles and equipment for his task.
(c) His working conditions must be made as good as can be. What we should all aim for The knowledge that you have prepared efficiently raises your morale, and your cheerful, confident and zealous manner will inspire others with a sense of purpose, enthusiasm, and a feeling for success.
Those preparing for management in road transport in the years to come must always strive to be efficient; their personal efficiency is the secret of their value to the world. The old German proberb: 'The best carpenters make the fewest chips' says it all. References: 1 Zipf, G. K.
Human Behaviour and the Principle of Least Effort
Cambridge 1949. 2 Slim, Sir William (later Lord) Defeat into Victory Cassell, London 1956.
(Especially Ch IX The Foundations)