Managing by the Numbers
I work primarily with colleges and universities to help them optimize their investments in in-plant document solutions. That means I spend a fair amount of time wandering through print shops of all sizes and configurations, talking to the folks doing the work, and watching what they do.
At the end of the site visit I like to meet with the in-plant manager and his/her boss to go over my observations and discuss next steps. On one memorable occasion, the manager asked for my general observations and I responded by saying, “You don’t know what you’re doing!” The manager was visibly shaken, and rightfully so, because he thought I was talking about his, and his shop’s, abilities.
This was a bad choice of words on my part.
What I meant to say was that the manager did not have a clear idea what the shop printed in terms of types of work, what the work consisted of, or whom the work was printed for. How can one manage workflow, prioritize jobs or manage resource allocation without a basic understanding of the volume and types of orders flowing through the shop? Sadly, I rarely see shops that collect even the most basic production data.
Management guru Peter Drucker famously advised managers to use performance metrics in their work. “If you can’t measure it, you can’t manage it,” he said, and he was right. His advice has been discussed and kicked around for years, but it’s just as relevant today as it was 40 or 50 years ago when Drucker first made the observation.
The problem is, we still don’t do it. Not knowing what we print, and for whom, is a big problem that will only increase in importance as we move forward.
Perfect Storm Brewing