“The Higher You Go
Up The Savings Ladder The More You Need To Make Your Department Heads
And Managers Winners, And Not Make It About Winning yourself”
As supply chain professionals you fill
many roles (negotiator, sourcing manager, evaluator, legalist,
gatekeeper, value analyst, reclamation and salvage administrator,
quality control specialist, etc.), but if you are looking for
higher and deeper non-salary savings then you must fill three
new roles: coach, facilitator and consultant. Changing the way
you smooth the progress of your savings initiatives is as important as
identifying the savings opportunity itself.
For decades supply chain professionals
have lead the way in non-salary savings initiatives with much
success and acclaim. Now that your senior management is looking for
higher and deeper non-salary savings it’s not about winning
yourself, but making your department heads and managers winners.
There are two reasons that this paradigm shift is necessary: (i) supply
chain professionals no longer have the time, knowledge or resources
today to make “gigantic” savings happen and (ii) when supply chain
professionals lead a savings initiative you reduce the commitment and
ownership of your department heads and managers by 30% to 50%. A
much better way to lead is to coach, facilitate and consult with
your department heads and managers, organized into value teams, so
that they can make the savings happen themselves.
Coaching, Facilitating and Consulting For Performance
A Supply chain professional now needs
to develop the new skills of coaching, facilitation and
consulting, so that they can guide their value teams of department
heads and managers by showing them the way to move in the right
direction, as opposed to pushing and pulling them in the wrong
direction! These new skills include: (i) setting
challenging goals, (ii) asking effective questions rather than giving
instructions or commands to raise their awareness, (ii) insuring that
your value team looks at as many functional alternatives as possible
before making their final value judgment, and (iii) facilitating a
process feedback and assessment to constantly improve your value team’s
performance. These three techniques are only the building blocks
for coaching, facilitation and consulting of your value teams, but they
are a good starting point in which to apply these performance skills.
Growing Value Teams That Make “Gigantic Savings” Happen
There is a
growing need for supply chain professionals to develop these
new team leadership skills of coaching, facilitation and consulting, so
that you can manage the people, processes and performance that
make “gigantic” savings happen. By learning these leadership skills, you
will generate prompt action and peak performance from your value
teams; something you would never have thought possible. This will then
give you more time for Strategic Value Analysis™ Planning which
is the linchpin and engine for uninterrupted and never-ending
non-salary savings performance.
Click Here
to Access the NO Obligation Free Non-Salary Survey to find out what your
savings opportunities are for your organization.
Robert T. Yokl, President, The HCP Group, Ltd., has over 35
years of experience as a consultant and manager in the field of
Supply Value Chain Management and is one of the country's leading
healthcare experts in value analysis, value engineering, Non Salary
Expense Reduction and materials
management. He is the developer and program leader of the award winning
Certified Value Analysis Practitioner Training Program™. Mr. Yokl is also
the developer of the healthcare industry's leading ValueNetCentral™ Value
Analysis Software. Over the past two decades he has trained thousands of
healthcare managers in his patented Strategic Value Analysis™ and
Team-Based Project Management™ processes and has assisted scores of
organizations in developing their own value management programs. He has
published six books, videos and audios on supply/value chain management.
His latest book being, “ Strategic Value Analysis™: The #1 Smart Strategy
for Taking Cost Out of a Healthcare Organizations’ Healthcare Supply Value Chain”.
by
Robert T. Yokl, President