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The_Synergy_Paradigm
| The Synergy Paradigm
The Synergy Paradigm
John Maceda
Synergy: {n} The working together of two things to produce an
effect greater than the sum of their individual effects.
Most businesses operate on two distinct levels:
•Human Systems – Those systems that are concerned with or
operated by people. •Process Systems – Those systems that are
functional or mechanical in nature.
Each of these systems is independent of the other and each has
its own characteristics and needs. Human systems and process
systems do not generally have the same challenges or solutions
although they must work in total synergy in order to achieve the
greatest success.
Take a simple task like driving your car. The operator (human
system) must be alert and competent. The car (process system)
must have all of its components running smoothly. The two
systems (human and process) must work in total synergy and
cooperation with one another in order to succeed.
We could diagram this process as synergy sits atop the pyramid
of cooperation between human systems and process systems.
Most companies try to operate their two systems in a cooperative
manner and most fail to ever reach true synergy.
True synergy is the almost effortless cooperation between the
two systems. It produces very little waste and the outcome is
highly efficient and productive.
So if true synergy is a goal how does one achieve it?
To achieve true synergy in business we must first know and
understand what our customers want and expect. We must design
our process systems around those customer needs. Process systems
must be designed in such a way that they can be readily measured
using a statistical approach and remain open enough to allow
substantial change to occur. This, of course, requires the
application of the human system to study, analyze and design
solutions that are first and foremost targeted to the customer.
So our roadmap for synergy could begin with gathering our
customer requirements, identifying waste and variation using
tools such as DMAIC, eliminating defects and waste on one side
and eliminating non value added or unnecessary items on the
other and finally proceeding to the design phase.
This is an important first step to assure we meet our customer
requirements and expectations while eliminating costly and
unnecessary steps.
We can visualize this process as follows:
•Customer needs and expectations define what the process will
do. •Upper and lower expectation limits are set. •Analysis of
each process within the system is completed. •All defect causes
and waste are eliminated. •Design specifications are created.
Many companies who gross at least five million dollars in a
fiscal year could save $250,000 or more and increase their
customer satisfaction at the same time by eliminating wasteful
variances from their processes alone.
Human systems are handled in an entirely different manner.
Businesses should spend more time and effort in the selection of
candidates to assure only high performing individuals make the
grade, these individuals should be thoroughly trained in human
relationships and leadership skills along with their respective
technical skills. Individuals and teams should be autonomous and
in charge of whole processes. They should present with all of
the skills necessary to not only complete the work but to
interact with their customers.
We can visualize a good human system as follows:
•Careful selection of employees. •Personal Development.
•Professional Development. •Value the Individual. •Empower the
Individual. •Attain Synergy.
Businesses should concentrate on both human and process systems
in the following order:
•Human Systems •Process Systems
Processes can be designed but only by people who are capable of
design and who understand the business and the customer.
It is hard work to achieve true synergy but once it is mastered
businesses can expect hard working and customer centered
employees working in total cooperation with other human systems
and process systems, which together create a base for total
customer quality and internal efficiency.
Mr. Maceda is the president of Applied Knowledge Systems Inc. a
Washington D.C. metro area consulting firm specializing in high
performance for human systems and process systems.
About the author:
Mr. Maceda is president of Applied Knowledge Systems Inc. a
Washington D.C. metro area based consulting firm offering high
performance tools and solutions for human systems and process
systems.
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